Career Dis-integration and Re-integration in Mergers and Acquisitions:: Managing Competence and Motivational Intangibles

Rikard Larsson, Michael Driver, Mikael Holmqvist and Patrick Sweet

European Management Journal, 2001, vol. 19, issue 6, 609-618

Abstract: Mergers and acquisitions (M&A) are increasingly prevalent, powerful and risky corporate events. The resistance or support of people in the integration of two previously separate organizations plays a key role for their success or failure. In this paper we present a Career Concept approach to better understand and manage sources and incentives for individual contributions and reactions to M&A. As 'merged' corporations integrate previously separate organizations, they can often dis-integrate individual careers with lay-offs, reduced advancement opportunities, upset or changed career plans, and other resistance-generating changes. This is the poorest means of mobilizing motivation, experience, commitment and competence, all of which are usually seen as critical justifications for M&A in the first place. Organizations face opportunity to select new combinations and integrate work in ways that individual careers can be re-integrated into the goals of the M&A with the goals and motivations of participants affected by it, by recognizing and effectively supporting different motivational and competence profiles.

Keywords: Mergers; &; acquisitions; Career; concepts; Motivation; Job; security; Advancement; opportunities; Career; planning; Voluntary; exit; Organizational; drains; Co-competence; combinations; Co-motivational; integration (search for similar items in EconPapers)
Date: 2001
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