A1 Vertaisarvioitu alkuperäisartikkeli tieteellisessä lehdessä
The emotions of top managers and key persons in cross-border M&As: Evidence from a longitudinal case study
Tekijät: Melanie E. Hassett, Noelia-Sarah Reynolds, Birgitta Sandberg
Kustantaja: Elsevier
Julkaisuvuosi: 2018
Journal: International Business Review
Tietokannassa oleva lehden nimi: International Business Review
Vuosikerta: 27
Numero: 4
Aloitussivu: 737
Lopetussivu: 754
Sivujen määrä: 18
ISSN: 0969-5931
DOI: https://doi.org/10.1016/j.ibusrev.2017.12.003
Verkko-osoite: https://doi.org/10.1016/j.ibusrev.2017.12.003
Tiivistelmä
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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