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The Impact of Mergers and Acquisitions on the Sales Force

The Impact of Mergers and Acquisitions on the Sales Force

 Bommaraju, Raghu.
 2018.
 p. 254-264. English
Natural experimentOrganizational identification,Organizational image,Sales force management,Mergers and acquisitions,
Tác giả CN Bommaraju, Raghu.
Nhan đề The Impact of Mergers and Acquisitions on the Sales Force / Raghu Bommaraju, Michael Ahearne, Zachary R. Hall, Seshadri Tirunillai, and Son K. Lam*
Thông tin xuất bản 2018.
Mô tả vật lý p. 254-264.
Tóm tắt This research draws from the psychodynamic perspective of social identity theory to examine the causal effect of mergers and acquisitions involving a mismatch of external images on the sales force. Study 1, a natural longitudinal experiment, shows that a merger with a poorer-image firm immediately dilutes salespeople’s organizational identification (OI), which in turn impairs their performance. As sense makers, salespeople who are more tenured experience stronger OI dilution, whereas those who perceive a high level of social inclusion experience weaker OI dilution. As sense givers, managers who emphasize the firm’s strategic intent in their communication buffer the OI-dilution effect, whereas those who emphasize the firm’s organizational culture aggravate the effect. Study 2, a scenario-based experiment, further demonstrates that the OI-dilution effect is stronger than the OI-enhancement effect from merging with a better-image firm. Furthermore, both studies confirm that the adverse effect of mergers and acquisitions that involve a mismatch of external image stems from image uncertainty rather than job uncertainty
Từ khóa tự do Natural experiment
Từ khóa tự do Organizational identification,
Từ khóa tự do Organizational image,
Từ khóa tự do Sales force management,
Từ khóa tự do Mergers and acquisitions,
Tác giả(bs) CN Ahearne, Michael
Tác giả(bs) CN Hall, Zachary R.
Tác giả(bs) CN Tirunillai, Seshadri
Tác giả(bs) CN Lam, Son K.
Nguồn trích Journal of Marketing Research:(April 2018) - Vol. 55, No. 2.
MARC
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245[1 0] |a The Impact of Mergers and Acquisitions on the Sales Force / |c Raghu Bommaraju, Michael Ahearne, Zachary R. Hall, Seshadri Tirunillai, and Son K. Lam*
260[ ] |c 2018.
300[1 0] |a p. 254-264.
520[ ] |a This research draws from the psychodynamic perspective of social identity theory to examine the causal effect of mergers and acquisitions involving a mismatch of external images on the sales force. Study 1, a natural longitudinal experiment, shows that a merger with a poorer-image firm immediately dilutes salespeople’s organizational identification (OI), which in turn impairs their performance. As sense makers, salespeople who are more tenured experience stronger OI dilution, whereas those who perceive a high level of social inclusion experience weaker OI dilution. As sense givers, managers who emphasize the firm’s strategic intent in their communication buffer the OI-dilution effect, whereas those who emphasize the firm’s organizational culture aggravate the effect. Study 2, a scenario-based experiment, further demonstrates that the OI-dilution effect is stronger than the OI-enhancement effect from merging with a better-image firm. Furthermore, both studies confirm that the adverse effect of mergers and acquisitions that involve a mismatch of external image stems from image uncertainty rather than job uncertainty
653[ ] |a Natural experiment
653[ ] |a Organizational identification,
653[ ] |a Organizational image,
653[ ] |a Sales force management,
653[0 ] |a Mergers and acquisitions,
700[ ] |a Ahearne, Michael
700[ ] |a Hall, Zachary R.
700[ ] |a Tirunillai, Seshadri
700[ ] |a Lam, Son K.
773[0 ] |t Journal of Marketing Research:(April 2018) |g Vol. 55, No. 2.
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