How do employees adapt to organizational change driven by cross-border M&As? A case in China |
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| Institution: | 1. College of Business Administration, Seoul National University, Gwanak-ro 1, Gwanak-gu, Seoul 151-916, Republic of Korea;2. Economics and Management School, Wuhan University, Luoyu Road, Wuhan 430071, China;1. University of Innsbruck, Department of Strategic Management, Marketing and Tourism, MCI Management Center Innsbruck, Department of Management and Law, Innsbruck, Austria;2. Stockholm Business School, Stockholm University, 106 91 Stockholm, Sweden;3. MCI Management Center Innsbruck, Department of Management and Law, Innsbruck, Austria;4. Florida State University, Department of Management, 821 Academic Way, Tallahassee, FL 32306-1110, United States;1. Stockholm School of Economics, Box 6501, SE-113 83 Stockholm, Sweden;2. Uppsala University, Box 513, 75120 Uppsala, Sweden;1. Peking University, HSBC Business School, University Town, Shenzhen 518055, China;2. Jindal School of Management, University of Texas at Dallas, 800 West Campbell Road, Rchardson, TX 75080, United States;3. The Chinese University of Hong Kong, Department of Management, Shatin, NT, Hong Kong, China;1. Leuphana University of Lüneburg, Scharnhorststraße 1, D-21335 Lüneburg, Germany;2. Otto-von-Guericke University Magdeburg, Universitätsplatz 2, D-39106 Magdeburg, Germany;1. Bristol Business School, University of the West of England, Bristol, UK;2. University of Sheffield, Sheffield, UK;3. Chester Business School, University of Chester, Churchill Building, Queens Park Campus, Handbridge, Chester, UK;1. School of International Trade and Economics, Central University of Finance and Economics, Haidian District, Beijing, 100044, PR China;2. Henley Business School University of Reading, RG6 6UD, Reading, United Kingdom;3. Birmingham Business School, University of Birmingham, B15 2TT, United Kingdom;4. Department of Management, University of Rome “Link Campus”, Paris School of Business, Paris, France; National Research University Higher School of Economics, Moscow, Russia. |
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| Abstract: | Globalization has encouraged merger and acquisitions (M&As) across countries. We propose a theoretical model that explains the process through which employees adapt to changes introduced by cross-border M&As. Empirical analyses based on 174 Chinese employees who experienced an unexpected M&A initiated by a Western company suggest that the relationship between change management practices (i.e., provision of training and assurance of job security) and post-change performance is mediated by employees’ person–change (P–C) fit perceptions. Integrating the quantitative results with interviews, we further theorize that underlying cultural dynamics (e.g., collectivism and Confucian doctrines) drive change-related attitudes and behavior among Chinese employees. |
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