Group differences in post‐merger stress

Sheila Panchal · Susan Cartwright

77 citations0/0 files storedJournal of Managerial Psychology

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Organizational Management and Change Stress and Burnout Research Organizational Downsizing and Restructuring

Abstract

Mergers and acquisitions (M&A) are popular business strategies and have been on the increase in recent years. The present study investigated post‐merger stress in a sample of field sales employees from a recently merged organisation. A survey methodology was utilised to examine group differences, comparing those from the two pre‐merger companies and those new to the merged organisation. Results revealed that group differences in both sources and effects of stress existed. Those from the dominant pre‐merger company reported the highest stress levels and most negative work attitudes. Results were discussed in relation to previous research. It was concluded that group differences in response to large‐scale organisational change are prevalent and the group context of the situation should be recognised and explored by managers in change situations.

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References

1967The social readjustment rating scale 1986Images of Organization 1985When Cultures Collide: The Anatomy of a Merger 1993RELATIVE STANDING: A FRAMEWORK FOR UNDERSTANDING DEPARTURES OF ACQUIRED EXECUTIVES.1993The Psychological Impact of Merger and Acquisition on the Individual: A Study of Building Society Managers 1998Measuring occupational stress: Development of the Pressure Management Indicator.2001Managing mergers, acquisitions, and strategic alliances : integrating people and cultures 1990The validity of the occupational stress indicator

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