A1 Refereed original research article in a scientific journal
The emotions of top managers and key persons in cross-border M&As: Evidence from a longitudinal case study
Authors: Melanie E. Hassett, Noelia-Sarah Reynolds, Birgitta Sandberg
Publisher: Elsevier
Publication year: 2018
Journal: International Business Review
Journal name in source: International Business Review
Volume: 27
Issue: 4
First page : 737
Last page: 754
Number of pages: 18
ISSN: 0969-5931
DOI: https://doi.org/10.1016/j.ibusrev.2017.12.003
Web address : https://doi.org/10.1016/j.ibusrev.2017.12.003
Abstract
Building on prior research on emotions in M&A, this paper analyses the post-M&A emotions of top managers andkey persons from the acquired company by examining what triggers emotions during the post-acquisition in-tegration stage, and what the consequences of those emotions are. This study applies cognitive appraisal andaffective event theories with empirical evidence based on a longitudinal, single case study of an Indian–Finnishacquisition. The main findings imply that M&As are very emotional for top managers and key persons. Ourfindings reveal that they experience a wide range of positive and negative emotions triggered by individual andcompany-level triggers. Interestingly various triggers can have different and opposite appraisal outcomes in theshort and long-term. In addition, top managers and key persons are often restricted in the range of behaviouraloutcomes caused by emotions.
Building on prior research on emotions in M&A, this paper analyses the post-M&A emotions of top managers andkey persons from the acquired company by examining what triggers emotions during the post-acquisition in-tegration stage, and what the consequences of those emotions are. This study applies cognitive appraisal andaffective event theories with empirical evidence based on a longitudinal, single case study of an Indian–Finnishacquisition. The main findings imply that M&As are very emotional for top managers and key persons. Ourfindings reveal that they experience a wide range of positive and negative emotions triggered by individual andcompany-level triggers. Interestingly various triggers can have different and opposite appraisal outcomes in theshort and long-term. In addition, top managers and key persons are often restricted in the range of behaviouraloutcomes caused by emotions.
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