Abstract : A study is reported of the variations in organizational commitment and job satisfaction, as related to subsequent turnover in a sample of recently-employed psychiatric technician trainees. A longitudinal study was made across a 10 1/2 month period, with attitude measures collected at four points in time. For this sample, job satisfaction measures appeared better able to differentiate future stayers from leavers in the earliest phase of the study. With the passage of time, organizational commitment measures proved to be a better predictor of turnover, and job satisfaction failed to predict turnover. The findings are discussed in the light of other related studies, and possible explanations are examined. (Modified author abstract)

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Organizational Commitment, Job Satisfaction and Turnover Among Psychiatric Technicians. Technical Report No. 16.

A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification

Despite decades of research, the key factors for success in mergers and acquisitions (M&As) and the reasons why M&As often fail remain poorly understood. While attempts to explain M&A success and failure have traditionally focused on strategic and financial factors, an emergent field of inquiry has been directed at the sociocultural and human resources issues involved in the integration of acquired or merging firms. This research has sought to explain M&A performance and underperformance in terms of the impact that variables such as cultural fit, management style similarity, the pattern of dominance between merging firms, the acquirer's degree of cultural tolerance, and the social climate surrounding a takeover have on the postmerger integration process. In this article, we attempt to take stock of, and synthesize, the findings from research on sociocultural and human resources integration in M&A, to identify conflicting perspectives and unresolved questions as well as several underresearched areas, and then use our analyses to propose an agenda for the next stage of research in this field.

Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research

Mergers and acquisitions (M&As) have become an increasingly broad-based phenomenon, and their numbers are growing dramatically in the United States, Europe, and elsewhere throughout the globe. Still, research shows us that less than 50% of M&As succeed. At the same time scholarly research on M&As abounds, presenting the opportunity to step back and review what we have learned and what we still do not know. Although the field of M&A research is far too broad and complex to be covered in one review essay, we attempt to begin at the beginning, covering some historical and background issues before surveying three topics fundamental to successful M&As. First, in order to lay the foundations for better understanding of M&A processes in general, we overview various approaches from those that include just two phases – premerger and postmerger – to those with seven phases – including aspects of due diligence and integration phases. The second topic refers to M&A motives such as entering a new market, gaining new scarce resources, achieving synergies, and so forth. The third issue is M&A success factors. Here we synthesize a large body of research that has pointed to many different managerial and organizational factors that are generally associated with M&A success, for example, relative size of M&A partners, managerial involvement, culture, and organizational structural issues. While no review of these topics can claim to be comprehensive, we do attempt to present a good variety of literature approaches representing not only elite scholarly journals but also some important practitioner-oriented books and articles.

Mergers and acquisitions: A review of phases, motives, and success factors

Between merger and syndrome: The intermediary role of emotions in four cross-border M&As

The multiple organizational factors impacting upon a merger as well as those processes being impacted upon throughout the merger process will be examined. Part 1 of this article examined corporate culture and its affects on employees when two companies merge and considered the importance of lucid communication throughout the process. Part 2 of the article addresses the critical issue of stress, which is an outcome within the new and uncertain environment. Finally, the article concludes with the process of managing and strategy throughout the phases, giving guidelines that managers and CEOs should follow in the event of an MA during the merger; post‐merger. This is intended to further assist managers and CEOs distinguish the important issues facing employees at each of the three junctures of the M&A process.

Eugene Hoeven

Papers

Anatomy of a merger: behavior of organizational factors and processes throughout the pre‐ during‐ post‐ stages (part 2)