Career dis-integration and re-integration in mergers and acquisitions : managing competence and motivational intangibles
By: LARSSON, Rikard
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Contributor(s): DRIVER, Michael | HOLMQVIST, Mikael | SWEET, Patrick.
Material type: 
ArticlePublisher: 2001Subject(s): Fusão de Empresas | Competência Administrativa | Carreira | Quadro de Pessoal | Motivação | Relações de TrabalhoEuropean Management Journal 19, 6, p. 609-618Abstract: Mergers and acquisitions (M&A) are increasingly prevalent, powerful and risky corporate events. Teh resistance or support of people in the integration of two previously separate organizations plays a key role for their success of failure. In this paper we present a Career Concept approach to better understand and manage sources and incentives for individual contributions and reactions to M&A . As `merged` corporations integrate previously separte organizations, they can often dis-integrate individual careers with lay-offs, reduced advancement opportunities, upset or changed career plans, and other resistance-generating changes. This is the poorest means of mobilizing motivation, experience, commitement and competence, all of which are usually seen as critical justications for M&A in the first. Place. Organizations face opportunity to select new combinations and integrate work in ways that individual careers can be re-integrated into the goals of the M&A with the goals and motivations of participants affected by it, by recognizing and effectively supporting different motivacional and competence profiles
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Mergers and acquisitions (M&A) are increasingly prevalent, powerful and risky corporate events. Teh resistance or support of people in the integration of two previously separate organizations plays a key role for their success of failure. In this paper we present a Career Concept approach to better understand and manage sources and incentives for individual contributions and reactions to M&A . As `merged` corporations integrate previously separte organizations, they can often dis-integrate individual careers with lay-offs, reduced advancement opportunities, upset or changed career plans, and other resistance-generating changes. This is the poorest means of mobilizing motivation, experience, commitement and competence, all of which are usually seen as critical justications for M&A in the first. Place. Organizations face opportunity to select new combinations and integrate work in ways that individual careers can be re-integrated into the goals of the M&A with the goals and motivations of participants affected by it, by recognizing and effectively supporting different motivacional and competence profiles
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