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How identity, belongingness, and tox...

Ager, David Laurence.

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How identity, belongingness, and toxic emotions impede interaction and coordination: A study of post-acquisition integration at a software firm.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	How identity, belongingness, and toxic emotions impede interaction and coordination: A study of post-acquisition integration at a software firm./
作者:	Ager, David Laurence.
面頁冊數:	275 p.
附註:	Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1853.
Contained By:	Dissertation Abstracts International65-05A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3131779
ISBN:	0496790191

How identity, belongingness, and toxic emotions impede interaction and coordination: A study of post-acquisition integration at a software firm.
Ager, David Laurence.

How identity, belongingness, and toxic emotions impede interaction and coordination: A study of post-acquisition integration at a software firm. - 275 p.

Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1853.

Thesis (Ph.D.)--Harvard University, 2004.

A long-standing problem for leaders and organizations that undertake mergers and acquisitions is how to prevent and or overcome employee resistance to interact and cooperate across pre-merger boundaries. Past research has adopted an etic approach to understand this problem. This dissertation adopts an emic perspective to further our understanding of what leads employees to resist post-merger integration. As such, this is one of very few studies to consider post-merger integration from the perspective of an insider (i.e. emic perspective).

ISBN: 0496790191Subjects--Topical Terms:

626628
Business Administration, Management.

How identity, belongingness, and toxic emotions impede interaction and coordination: A study of post-acquisition integration at a software firm.
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245 1 0 $a How identity, belongingness, and toxic emotions impede interaction and coordination: A study of post-acquisition integration at a software firm.
300 $a 275 p.
500 $a Source: Dissertation Abstracts International, Volume: 65-05, Section: A, page: 1853.
500 $a Chair: Nitin Nohria.
502 $a Thesis (Ph.D.)--Harvard University, 2004.
520 $a A long-standing problem for leaders and organizations that undertake mergers and acquisitions is how to prevent and or overcome employee resistance to interact and cooperate across pre-merger boundaries. Past research has adopted an etic approach to understand this problem. This dissertation adopts an emic perspective to further our understanding of what leads employees to resist post-merger integration. As such, this is one of very few studies to consider post-merger integration from the perspective of an insider (i.e. emic perspective).
520 $a The results are based on a multi-method field study of post-merger integration at a software development firm. The findings emerged from observational, interview, and archival data collected during a ten-month ethnography at the field site and from quantitative survey data that were collected from actors at the same firm who completed the Organizational Culture Profile (OCP) and an accompanying survey instrument (response rate 91 percent). The OCP and survey data were collected one year after the ethnography had been completed.
520 $a I show how actors came to perceive members of the other firm (out-group) as different, unpleasant and threatening. This threat, among other things, led actors to experience toxic emotions. I further describe two socio-emotional dynamics---an avoidance dynamic and an engagement dynamic---that capture actors' responses to toxic emotions. My data suggest that the dynamic the actor adopted was contingent upon how tightly or liminally his or her identity was tied to that of his or her own group/organization (in-group). Actors whose identity was tightly coupled to the identity of the in-group tended to respond through a process that did not result in post-acquisition integration. In contrast, actors whose identity was coupled liminally to the in-group tended to respond through a process that facilitated post-acquisition integration.
520 $a The results have implications for theory and research on mergers and acquisitions, social identity, social networks, and the emerging literature on how emotion and reason are intertwined in organizational life.
590 $a School code: 0084.
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