How do employees adapt to organizational change driven by cross-border M&As? A case in China

Goo Hyeok Chung, Jing Du and Jin Nam Choi

Journal of World Business, 2014, vol. 49, issue 1, 78-86

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.

Keywords: Organizational change; Cross-border M&A; Person–change (P–C) fit; Change management; Employee adaptation; Post-merger integration (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (11)

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DOI: 10.1016/j.jwb.2013.01.001

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