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Managing conflict during an organizational acquisition
Author(s) -
Cohen Cynthia F.,
Birkin Stanley J.,
Cohen Murray E.,
Garfield Monica J.,
Webb Harold W.
Publication year - 2006
Publication title -
conflict resolution quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.323
H-Index - 21
eISSN - 1541-1508
pISSN - 1536-5581
DOI - 10.1002/crq.140
Subject(s) - organizational conflict , knowledge management , organizational culture , conflict management , business , power (physics) , psychology , public relations , computer science , political science , physics , quantum mechanics , law
Conflict frequently arises during an organizational acquisition, and how a company manages that conflict has an impact on the success of the acquisition. Software developers, testers, and managers of a recently acquired organization reported profound changes in organizational culture and numerous potential sources of conflict. Conflict was generally well managed by effectively handling economic rewards, the balancing of power, cultural changes, and emotional reactions to the acquisition.