Communication During a Merger: The Experience of Two Banks

Nancy Knox Napier · Glen Simmons · Kay Stratton

74 citations0/0 files storedHuman Resource Planning

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Organizational Downsizing and Restructuring Organizational Change and Leadership Organizational Management and Change

Abstract

This paper examines the communication used during a merger between two banks in the Pacific Northwest, U.S.A. The study drew on the framework of Ivancevich, Schweiger and Power (1987) to examine the communication process used during different phases of the merger. The study used several sources of data at each bank: interviews with current and former employees, a survey of current employees, newspaper articles and other external information sources, and internal documents such as memos and newsletters. The findings suggest that individuals took charge of controlling their stress during the merger and that the two banks played somewhat lesser roles in the process, except for the period immediately after the announcement of the intent to merge.

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References

1985Retrospective reports of strategic‐level managers: Guidelines for increasing their accuracy 2007Managing the human resources 1986Corporate Acquisitions: A Process Perspective 1985When Cultures Collide: The Anatomy of a Merger 1987Executive Actions For Managing Human Resources Before And After Acquisition 1983Corporate Acquisitions: A Theory of Special Cases? A Review of Event Studies Applied to Acquisitions 1983Corporate Acquisitions: A Theory of Special Cases? A Review of Event Studies Applied to Acquisitions 1986Human resource planning

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