Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy

Svante Schriber; Florian Bauer; David A. King

doi:10.1111/apps.12199

journal article May 10, 2019

Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy

Svante Schriber Florian Bauer

David A. King

Applied Psychology Vol. 68 No. 4 pp. 759-796 · Wiley

View at Publisher Save 10.1111/apps.12199

Abstract

Resilience has received increasing attention in organisational research; however, it has remained understudied in the context of acquisitions. This is surprising given acquisitions involve challenging events that would benefit from a consideration of organisational resilience. We outline how flexibility and redundancy, as dimensions of organisational resilience, influence acquisition outcomes. We find flexibility can lower negative impacts of competitor retaliation and employee resistance during acquisition integration, but this depends on a decentralised approach to managing integration. Additionally, it appears developing organisational resilience depends on acquisition experience.

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Details

Published: May 10, 2019
Vol/Issue: 68(4)
Pages: 759-796
License: View

Authors

S

Svante Schriber

Stockholm University Sweden

F

Florian Bauer

Lancaster University UK

D

David A. King

Florida State University USA

Cite This Article

Svante Schriber, Florian Bauer, David A. King (2019). Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy. Applied Psychology, 68(4), 759-796. https://doi.org/10.1111/apps.12199

Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy

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