Premium
Organisational Resilience in Acquisition Integration—Organisational Antecedents and Contingency Effects of Flexibility and Redundancy
Author(s) -
Schriber Svante,
Bauer Florian,
King David R.
Publication year - 2019
Publication title -
applied psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.497
H-Index - 88
eISSN - 1464-0597
pISSN - 0269-994X
DOI - 10.1111/apps.12199
Subject(s) - contingency , redundancy (engineering) , flexibility (engineering) , resilience (materials science) , knowledge management , context (archaeology) , contingency theory , business , resistance (ecology) , psychological resilience , process management , psychology , risk analysis (engineering) , computer science , social psychology , management , economics , paleontology , ecology , philosophy , linguistics , physics , biology , thermodynamics , operating system
Resilience has received increasing attention in organisational research; however, it has remained understudied in the context of acquisitions. This is surprising given acquisitions involve challenging events that would benefit from a consideration of organisational resilience. We outline how flexibility and redundancy, as dimensions of organisational resilience, influence acquisition outcomes. We find flexibility can lower negative impacts of competitor retaliation and employee resistance during acquisition integration, but this depends on a decentralised approach to managing integration. Additionally, it appears developing organisational resilience depends on acquisition experience.