SZodixStudyAcademic Library
ShelvesOpen access
Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated
An Investigation of Post-Acquisition Satisfaction with the Merger
16 references·12 citing·49 second hop
An Investigation of Post-Acquisition Satisfaction with the Merger (1996)An Investigation of Post-Acquisition Sati…Compensation and Benefits Management (2015)Compensation and Benefits Mana…The Psychological Impact of Merger and Acquisition on the Individual: A Study of Building Society Managers (1993)The Psychological Impact of M…RELATIVE STANDING: A FRAMEWORK FOR UNDERSTANDING DEPARTURES OF ACQUIRED EXECUTIVES. (1993)RELATIVE STANDING: A FRAMEWOR…COMMUNICATION WITH EMPLOYEES FOLLOWING A MERGER: A LONGITUDINAL FIELD EXPERIMENT. (1991)COMMUNICATION WITH EMPLOYEES …The human side of mergers and acquisitions (1989)The human side of mergers and…Human Resource Planning (1989)Human Resource PlanningTop management turnover following mergers and acquisitions (1988)Top management turnover follo…Individual Strategies for Coping with Stress during Organizational Transitions (1988)Individual Strategies for Cop…Corporate transformation : revitalizing organizations for a competitive world (1988)Corporate transformation : re…Executive Actions For Managing Human Resources Before And After Acquisition (1987)Executive Actions For Managin…Common Patterns of Behavior and Communication in Corporate Mergers and Acquisitions (1987)Common Patterns of Behavior a…When Cultures Collide: The Anatomy of a Merger (1985)When Cultures Collide: The An…Organizational Demography: Implications for Management (1985)Organizational Demography: Im…Assessing Organizational Change: A Guide to Methods, Measures, and Practices. (1984)Assessing Organizational Chan…Studying Intergroup Relations Embedded in Organizations (1982)Studying Intergroup Relations…Power in organizations (1981)Power in organizationsJob Crafting as Reaction to Organizational Change (2018)Job Crafting as Reaction to O…The Role of Occupational Identification During Post-Merger Integration (2016)The Role of Occupational Iden…Speed of acquisition integration: Separating the role of human and task integration (2016)Speed of acquisition integrat…Failed culture change aimed at more service provision: a test of three agentic factors (2012)Failed culture change aimed a…The effect of merger on employee views of corporate reputation: Time and space dependent theory (2010)The effect of merger on emplo…People management in mergers and acquisitions in Sri Lanka: employee perceptions (2009)People management in mergers …Organizational identification and cultural differences: Explaining employee attitudes and behavioral intentions during postmerger integration (2009)Organizational identification…Changes in employees' attitudes at work following an acquisition: a comparative study by acquisition type (2008)Changes in employees' attitud…Are mergers always stressful? Some evidence from the higher education sector (2007)Are mergers always stressful?…Sales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls (2006)Sales channel integration aft…Employee Involvement, Attitudes and Reactions to Technology Changes (2006)Employee Involvement, Attitud…Information Adequacy and Job Satisfaction during Merger and Acquisition (2004)Information Adequacy and Job …Agency Problems and Residual Claims (1983)The market for corporate control (1983)Research in Organizational Behavior (1984)Path-dependent and path-breaking change: reconfiguring business resources following acquisitions in the U.S. medical sector, 1978-1995 (2000)Resource complementarity in business combinations: Extending the logic to organizational alliances (2001)Acquiring New Technologies and Capabilities: A Grounded Model of Acquisition Implementation (2002)A Theory of Social Comparison Processes (1954)Theory of the firm: Managerial behavior, agency costs and ownership structure (1976)Intraclass correlations: Uses in assessing rater reliability. (1979)DETERMINANTS OF ACQUISITION INTEGRATION LEVEL: A DECISION-MAKING PERSPECTIVE. (1994)Momentum and serendipity: how acquired leaders create value in the integration of technology firms (2004)Social Theory and Social Structure (1958)The Structure of Scientific Revolutions (1963)Men and Women of the Corporation. (1978)Racial Homophily and Its Persistence in Newcomers' Social Networks (2003)Status Differences in Cross-Functional Teams: Effects on Individual Member Participation, Job Satisfaction, and Intent to Quit (2004)Knowledge Exchange Processes in Multicultural Teams: Linking Organizational Diversity Climates to Teams’ Effectiveness (2015)Surprise and Sense Making: What Newcomers Experience in Entering Unfamiliar Organizational Settings (1980)A Global Measure of Perceived Stress (1983)A Taxonomy of Organizational Justice Theories (1987)A Review of Scale Development Practices in the Study of Organizations (1995)Predictors and outcomes of openness to changes in a reorganizing workplace. (2000)Personality, context, and resistance to organizational change (2006)The Hubris Hypothesis of Corporate Takeovers (1986)Corporate Culture and Organizational Effectiveness (1991)A Case in Case Study Methodology (2001)A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification (2006)Cultural differences, convergence, and crossvergence as explanations of knowledge transfer in international acquisitions (2009)Generalized expectancies for internal versus external control of reinforcement. (1966)Self-efficacy: Toward a unifying theory of behavioral change. (1977)Self-efficacy: Toward a unifying theory of behavioral change. (1977)Coping with job stress: A conceptual evaluation framework for coping measures (1992)Determinants of coping: The role of stable and situational factors. (1994)The Social System (1951)Concepts of Culture and Organizational Analysis (1983)The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger (2006)Cultural differences and capability transfer in cross-border acquisitions: the mediating roles of capability complementarity, absorptive capacity, and social integration (2007)Transitional Identity as a Facilitator of Organizational Identity Change during a Merger (2010)Culture's Consequences: International Differences in Work-Related Values (1981)Alternative Mechanisms for Corporate Control (1988)The Effect of National Culture on the Choice of Entry Mode (1988)Uncertainty During Organizational Change: Types, Consequences, and Management Strategies (2004)Resources for Change: the Relationships of Organizational Inducements and Psychological Resilience to Employees' Attitudes and Behaviors toward Organizational Change (2012)ORGANIZATIONAL INNOVATION: A META-ANALYSIS OF EFFECTS OF DETERMINANTS AND MODERATORS. (1991)Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts (1997)A Theoretical Extension of the Technology Acceptance Model: Four Longitudinal Field Studies (2000)The impact of job satisfaction on turnover intent: a test of a structural measurement model using a national sample of workers (2001)TAKING EMPOWERMENT TO THE NEXT LEVEL: A MULTIPLE-LEVEL MODEL OF EMPOWERMENT, PERFORMANCE, AND SATISFACTION. (2004)Developing and investigating the use of single-item measures in organizational research. (2015)
this work references cited by second hop

References

  • 1981Power in organizations3,558 cited
  • 1991COMMUNICATION WITH EMPLOYEES FOLLOWING A MERGER: A LONGITUDINAL FIELD EXPERIMENT.1,372 cited
  • 1984Assessing Organizational Change: A Guide to Methods, Measures, and Practices.799 cited
  • 1985When Cultures Collide: The Anatomy of a Merger611 cited
  • 1993RELATIVE STANDING: A FRAMEWORK FOR UNDERSTANDING DEPARTURES OF ACQUIRED EXECUTIVES.542 cited
  • 1989The human side of mergers and acquisitions520 cited
  • 1988Individual Strategies for Coping with Stress during Organizational Transitions497 cited
  • 1988Top management turnover following mergers and acquisitions474 cited
  • 1982Studying Intergroup Relations Embedded in Organizations350 cited
  • 1993The Psychological Impact of Merger and Acquisition on the Individual: A Study of Building Society Managers308 cited
  • 1987Executive Actions For Managing Human Resources Before And After Acquisition290 cited
  • 1989Human Resource Planning271 cited
  • 1985Organizational Demography: Implications for Management254 cited
  • 1987Common Patterns of Behavior and Communication in Corporate Mergers and Acquisitions182 cited
  • 2015Compensation and Benefits Management146 cited

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

  • 1988Corporate transformation : revitalizing organizations for a competitive world93 cited
  • Cited by

    • 2007Are mergers always stressful? Some evidence from the higher education sector66 cited
    • 2004Information Adequacy and Job Satisfaction during Merger and Acquisition64 cited
    • 2018Job Crafting as Reaction to Organizational Change54 cited
    • 2006Employee Involvement, Attitudes and Reactions to Technology Changes52 cited
    • 2016Speed of acquisition integration: Separating the role of human and task integration46 cited
    • 2010The effect of merger on employee views of corporate reputation: Time and space dependent theory44 cited
    • 2006Sales channel integration after mergers and acquisitions: A methodological approach for avoiding common pitfalls34 cited
    • 2016The Role of Occupational Identification During Post-Merger Integration34 cited
    • 2008Changes in employees' attitudes at work following an acquisition: a comparative study by acquisition type32 cited
    • 2009People management in mergers and acquisitions in Sri Lanka: employee perceptions25 cited
    • 2012Failed culture change aimed at more service provision: a test of three agentic factors24 cited
    • 2009Organizational identification and cultural differences: Explaining employee attitudes and behavioral intentions during postmerger integration22 cited