1,720,953 research outputs found
Organizational compassion as a mediating factor in mergers and acquisitions
No full textThe purpose of this research is to identify the organizational behaviors influencing employee engagement
during M & A transactions. The research addresses the differences in behaviors between mission driven and
commercial organizations. This study analyzes if there is a relationship between organizational compassion
and employee engagement during a merger or acquisition.RESEARCH POSTER PRESENTATION DESIGN © 2015 www.PosterPresentations.com
Problem Statement
An average, 75% of mergers and acquisitions fail within the first five years (King, Dalton, Daily, & Covin,
2004; Netter, Stegmoller, & Wintoki, 2011). These failures cost the global economy trillions of dollars in
wasted time, effort and capital (Gupta, & Gerchak, 2002). Merged organizations rely on employees to
execute strategies, maintain productivity and achieve organizational goals to remain viable and successful.
Employee identification with and trust in the merged firm affects employee engagement. In mergers and
acquisitions, senior leaders need to understand the role of organizational behaviors on employee
identification and trust to facilitate a successful merger or acquisition.
Study Purpose:
The purpose of this research is to identify the organizational behaviors influencing employee engagement
during M & A transactions. The research addresses the differences in behaviors between mission driven and
commercial organizations. This study analyzes if there is a relationship between organizational compassion
and employee engagement during a merger or acquisition.
Research Question:
How does organizational compassion affect the socio-cultural outcomes of mergers and acquisitions?
Problem Statement, Purpose, & Research Question
Social Identity Theory: How individuals identify in the context of a social structure or group scenario.
During M &A a new group (organization) is formed with new organizational norms and behaviors.
Positive or negative identification with this group contributes to success or failure.
Psychological Contract : Underpinned by Social Exchange Theory the assumed reciprocal expectations
between employee and organization based on a level of trust. Expanding on SIT an M &A transaction
redefines the psychological contract and threatens or reinforces trust by employees contributing to
success or failure.
Organizational Compassion: Collective organizational behavior composed of three sub-processes:
collective noticing, collective feeling and collective responding. OC is being studied as a moderating
factor on employee behaviors in the context of mergers and acquisitions.
Theoretical Lenses
Initial Findings
Study Findings
• Organizational collective behaviors influence the success or failure of M&A transactions.
• The presence of organizational compassion during mergers and acquisitions has a positive impact on
performance outcomes.
• Organizations were most influenced by collective noticing and responding
• Organizations were minimally influenced by collective feeling
• Mission based organizations have a lower presence of organizational compassion.
• Organizational compassion burnout increases the potential absence of organizational compassion
behaviors.
Findings
Organizational behaviors during M & A as a mediating factor on employee engagement
Concept Framework
Study Variables
• Independent Variables
• Employee Engagement – employees are involved and enthusiastic
• Basic needs are met – have the supplies, equipment and information to do my job
• Organizational Commitment – ownership (financial / emotional), opportunities to learn
and grow, sense of belonging / group inclusion
• Organizational Citizenship Behaviors – additional responsibilities, longer hours, chance
to learn and grow, opportunity to contribute and “extra mile” work
• Dependent Variables
• Socio-Cultural Organizational Outcomes:
• Success: high employee satisfaction, low resistance & low voluntary turn-over
• Failure: low employee satisfaction, high resistance & high voluntary turn-over
• Moderating Factors
• Organizational Compassion – collective behaviors of an organization of 3 factors
• Collective Noticing – organizational awareness, systematic feedback, data gathering
• Collective Feeling – empathy, mindfulness of well-being, concern, caring
• Collective Responding – communication, feedback loops, notification
Management Implications
Practitioners
• Leaders can improve pre-merger / acquisition planning by assessing current organizational compassion
factors of the parent and child organizations.
• Organizations can improve M & A success by incorporating organizational compassionate behaviors
and strategies during implementation.
• Findings can be applied to the use and development of internal organizational technology solutions that
support organizational compassion factors.
• Good communication feedback loops should be established at an organizational level to support M & A
success.
• Engaging OC behaviors firms can positively affect employee engagement reducing turn-over, increasing
employee investment and improving employee performance.
Scholars
• Expands the business intelligence model to incorporate firm behaviors and culture as a factor in success
or failure during planning phases.
• Contributes to organizational compassion literature by introducing mergers and acquisitions as a
specific context.
• This research contributes to the understanding of behavioral differences between mission and
commercial organizations during mergers and acquisitions.
Future Research
Primary Research
• Assessment of pre and post M & A employee engagement levels in mission driven organizations
• Case studies of Joint Venture organizations as a tangential and unique structure outside of M & A
Secondary Journal Publications
• United States regional comparisons
• Global comparisons – analysis in context of cultural variables
• Exploration of mission oriented organizational factors contributing to the deficit in organizational
compassion behaviors
Tool Development
• Develop an analytical validated tool assessing the level of organizational compassion
University of Maryland University College – Doctor of Management
Amanda Neikam, MBA/MHA
Organizational Compassion as a Mediating Factor in Mergers and Acquisitions
Methodology & Results
Dissertation Committee: Dr. Thomas Mierzwa & Dr Denise Breckon
Contact: [email protected]
Systematic Literature Review
• Research strength through multiple case studies
• Thematic synthesis of multiple concepts
Search Strategy
• Database selection: UMUC OneSource, JHU
Welch Library, Emerald, snowballing
• Scan literature for relevant concepts
• Define and refine search terms / string
• Define and apply search limitations
• Quality screening – QAT Tool
• Systematic coding and analysis
UMUC One
Search Results
(n =258 )
Screening for Duplication- Non-Peer Reviewed –
Non-English Translation
(n =996)
Title / Abstract
screen -
(n = 854 )
Results excluded
(n = 783)
Quality
screening - PAT
(n =74)
Results
excluded
(n =31)
Studies included
in thematic
analysis
(n = 43)
Database
Results
(n = 2376 )
Other Results
(n = 5 )
Screening for Cross Database Duplication
(n = 854)
PRISMA
Data Sets:
Screening
• Duplication between queried strings; duplication between databases
• Non-English and non-peer reviewed
• Title and Abstract Review
• Standardized quality evaluation utilizing author derived Quality
Assessment Tool (QAT)
• Application of Weight of Evidence (WoE) for contrary evidence
Results
• 40 included studies all peer reviewed and full text from 1999 to 2014
• 35 quantitative studies; 8 qualitative studies
• Manually coded, extracted and analyzed by the author.
Mergers and acquisitions create a new organization that develop their own unique organizational
behaviors. The presence or absence of organizationally compassionate behaviors influence Social
Identity and the Psychological Contract. Both SI and PC levels are found to directly impact the level
of Employee Engagement in organizations. Employee Engagement is a key measure of organizational
success or failure of M & A transactions (socio-cultural outcomes).
Organizational compassion is a specific organizational behavior composed of: collective noticing,
feeling and responding. Applying this behavior as the specific mechanism during M & A transactions.
Definitions: Mission based organizations: non-publically held, non-commercial firms (health care,
religious and non-profit organizations)
Commercial organizations: publically traded, margin based, commercial entities with shareholder
responsibilities.
Primary Concept Related Concept Synonyms
Organizational Change Change Change Management
Merger & Acquisition M&A Merger, Acquisition
Employee Engagement Commitment Turn over, dedication, loyalty
Organizational Compassion
Collective Noticing,
Collective Feeling,
Collective Responding
Awareness, mindfulness,
listening
Self-kindness, common
humanity
Communication, notification
Organizational
Compassion Factor Number of Articles
Noticing 26
Feeling 11
Responding 3
Going Beyond Counting First Authors in Author Co-citation Analysis
Get PDFThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
Variations on the Author
Get PDF“Variations on the Author” discusses two of Eduardo Coutinho’s recent films (Um Dia na Vida, from 2010, and Últimas Conversas, posthumously released in 2015) and their contribution to the general question of documentary authorship. The director’s filmography is characterized by a consistent yet self-effacing form of authorial self-inscription: Coutinho often features as an interviewer that rather than express opinions propels discourses; an interviewer that is good at listening. This mode of self-inscription characterizes him as an author who is not expressive but who is nonetheless markedly present on the screen. In Um Dia na Vida, however, Coutinho is completely absent form the image, while Últimas Conversas, on the contrary, includes a confessional prologue that moves the director from the margins to the center of his films. This article examines the ways in which these works stand out in the filmography of a director who offers new insights into the notion of cinematic authorship
Appropriate Similarity Measures for Author Cocitation Analysis
Get PDFWe provide a number of new insights into the methodological discussion about author cocitation analysis. We first argue that the use of the Pearson correlation for measuring the similarity between authors’ cocitation profiles is not very satisfactory. We then discuss what kind of similarity measures may be used as an alternative to the Pearson correlation. We consider three similarity measures in particular. One is the well-known cosine. The other two similarity measures have not been used before in the bibliometric literature. Finally, we show by means of an example that our findings have a high practical relevance.information science;Pearson correlation;cosine;similarity measure;author cocitation analysis
Dispelling the Myths Behind First-author Citation Counts
Get PDFWe conducted a full-scale evaluative citation analysis study of scholars in the XML research field to explore just how different from each other author rankings resulting from different citation counting methods actually are, and to demonstrate the capability of emerging data and tools on the Web in supporting more realistic citation counting methods. Our results contest some common arguments for the continued
use of first-author citation counts in the evaluation of scholars, such as high correlations between author rankings by first-author citation counts and other citation
counting methods, and high costs of using more realistic citation counting methods that are not well-supported by the ISI databases. It is argued that increasingly available digital full text research papers make it possible for citation analysis studies to go beyond what the ISI databases have directly supported and to employ more
sophisticated methods
koamabayili/VECTRON-author-checklist: VECTRON author checklist
No full textWe have done our best to complete the author checklist relating to the use of animals in the hut study. Note that the objective for the hut study was to evaluate the IRS treatment applications for residual efficacy against Anopheles mosquitoes, including the local An. coluzzii mosquito population. Cows were only used to attract mosquitoes into the huts and no tests were carried out directly on the cows. The author checklist is intended for use with studies where experiments are carried out on animals, which is why we have had such difficulty in completing this for the hut study, as many of the questions do not relate to how the cows were used
Socio-cultural outcomes of mergers and acquisitions: How organizational compassion matters as a mediating factor
No full textMerger and acquisition (M&A) implementation activities have a high rate of commercial failure yet, because definitions of success and failure for M&A have expanded from traditional accounting principles to embrace socio-cultural dimensions, framing compassion through an organizational behavior lens is a relatively recent area of study in management science. Tracking the reasons for mergers’ success and failure using standard accounting principles is particularly difficult in mission-driven organizations, especially in the health care industry. This dissertation seeks to explore how organizational compassion affects socio-cultural outcomes for employees of merged organizations by researching whether organizational compassion is an influential factor in the M&A process for non-commercial organizations and commercial organizations. A thematic synthesis of 33 empirical case studies of M&A transactions revealed three relevant themes: how organizational behaviors impact employee engagement, how organizational responding and noticing impacts employee engagement, and how reduced levels of organizational compassion cause burnout in M&A implementation. The finding support organizational compassion as an influential factor in the success of an M&A planning process and identifies an important difference between non-commercial and commercial organizations in their ability to integrate compassion behaviors in M&A implementation. Non-commercial organizations have reduced levels of organizational compassion behaviors resulting in high levels of disengaged employees and negative work environment. Managers are challenged with maintaining organizational performance and often crippled in moving the organization beyond status quo. When non-commercial organizations understand how organizational compassion is part of organizational culture, they can better integrate these factors into the merged culture to improve the potential of a successful M&A transaction. By extending the relevance of organizational compassion research into M&A literature, compassion as an influential factor in successful M&A can further identify the positive impact on employees and organizational performance when incorporating organizational compassion in planning for merged cultures. Keywords: organizational compassion, mergers and acquisitions, non-commercial organizations, compassion burnout, employee engagement, collective behaviorsRunning Head: ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
Socio-Cultural Outcomes of Mergers and Acquisitions: How Organizational Compassion
Matters as a Mediating Factor
by
Amanda Jean Llewellyn-Neikam
Dissertation submitted to the Faculty of the Graduate School of the
University of Maryland University College, in partial fulfillment
of the requirements for the degree of
Doctor of Management
Advisory Committee
Dr. Denise A. Breckon
Dr. Thomas J. Mierzwa
December 2017
ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
2
© Copyright by
Amanda Jean Llewellyn-Neikam
ALL RIGHTS RESERVED
ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
3
Abstract
Merger and acquisition (M&A) implementation activities have a high rate of commercial failure
yet, because definitions of success and failure for M&A have expanded from traditional
accounting principles to embrace socio-cultural dimensions, framing compassion through an
organizational behavior lens is a relatively recent area of study in management science.
Tracking the reasons for mergers’ success and failure using standard accounting principles is
particularly difficult in mission-driven organizations, especially in the health care industry. This
dissertation seeks to explore how organizational compassion affects socio-cultural outcomes for
employees of merged organizations by researching whether organizational compassion is an
influential factor in the M&A process for non-commercial organizations and commercial
organizations. A thematic synthesis of 33 empirical case studies of M&A transactions revealed
three relevant themes: how organizational behaviors impact employee engagement, how
organizational responding and noticing impacts employee engagement, and how reduced levels
of organizational compassion cause burnout in M&A implementation. The finding support
organizational compassion as an influential factor in the success of an M&A planning process
and identifies an important difference between non-commercial and commercial organizations in
their ability to integrate compassion behaviors in M&A implementation. Non-commercial
organizations have reduced levels of organizational compassion behaviors resulting in high
levels of disengaged employees and negative work environment. Managers are challenged with
maintaining organizational performance and often crippled in moving the organization beyond
status quo. When non-commercial organizations understand how organizational compassion is
part of organizational culture, they can better integrate these factors into the merged culture to
improve the potential of a successful M&A transaction. By extending the relevance of
ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
4
organizational compassion research into M&A literature, compassion as an influential factor in
successful M&A can further identify the positive impact on employees and organizational
performance when incorporating organizational compassion in planning for merged cultures.
Keywords: collective behaviors, compassion burnout, employee engagement, mergers and
acquisitions, non-commercial organizations, organizational compassion
ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
5
Dedication
I dedicate this dissertation to my daughter Amelia Llewellyn Neikam whose spirit was a
guiding force even before she arrived in our lives. While at the outset this degree was one more
item to check off a long list of things to do, it became a journey of years and life experiences
offering invaluable lessons. The friendships and relationships that have been made and altered
over these years are a testament to a true journey.
Over those years, this degree has become the culmination of my life experiences and life
changes: marriage, children, love, loss, illness, adventure, and all the day-to-day efforts in
between. Each day stacked on another, finding change and a new amazing challenge around the
corner with hours and days passing by more quickly than the student on the first day of
orientation could have imagined.
I am forever grateful to my husband, Charles, for knowing what needed to happen and
not giving up on me, for being there, pushing at times, and knowing when to leave things quiet.
And, for the days when he went to work with a cranky wife at home trying to get the tab setting
right one more time or ordering out for food while watching the Miraculous Ladybug (again). I
am also grateful to my mother, Jean Llewellyn, who will always be my academic and
professional hero—single mom, healthcare executive, and great friend.
I am humbled and grateful for those that, in their hearts, supported me even when
sometimes it was with a swift kick. My thanks to Michael Figgs for believing Amanda
Llewellyn can do anything. And finally, heartfelt and sincere gratitude to Dr. Mohamed Ezz for
harassing me endlessly about the Miata, to get the “darn thing done,” and being the living
example of real compassion which has changed not only this dissertation but my entire life.
ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
6
Acknowledgements
It is my humble pleasure to acknowledge those that were able to guide and support the
journey to the completion of this dissertation.
UMUC offered exceptional opportunities to me as a student and faculty member over the
years. My thanks to the esteemed faculty I have been fortunate enough to learn from as I made
this journey. I especially acknowledge the amazing contribution and support given by Dr. Bryan
Booth, Dr. Thomas Mierzwa, Dr. Denise Breckon, Dr. Joseph Drasin, and Dr. Wanda Wagner. I
would not have been able to achieve the completion of this journey without them.
Many “villagers” contributed to my success. My student colleagues challenged and
supported me along the way, especially through the changes in cohorts, lapses in time, and an
evolving doctoral program. My professional colleagues, who thought I was out of my mind to
pursue one more set of letters behind my name, but then were so proud that I was just crazy
enough to see it through. My family, near and far, that always asked “how is that PhD thing
going?” and still made time to talk me off the ledge when things seemed too challenging.
Finally, and not least, I am awed and amazed by the patients, students, and employees I
interact with every day…you have shown me the true meaning of resilience, perseverance, and
commitment through your actions and your lives. I am honored to know you all.
ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
7
Table of Contents
Abstract .......................................................................................................................................... 3
Dedication ...................................................................................................................................... 5
Acknowledgements ......................................................................................................................... 6
List of Tables ............................................................................................................................... 10
List of Figures ............................................................................................................................... 11
Chapter 1: Introduction ................................................................................................................. 12
Organizational Compassion as a Presence in Mergers and Acquisitions ................................. 13
Problem Statement .................................................................................................................... 15
Merger and Acquisition Success and Failure ............................................................................ 15
Key Terms ................................................................................................................................ 18
Employee Engagement ............................................................................................................. 20
Organizational Compassion ...................................................................................................... 22
Health Care Industry ................................................................................................................. 24
Research Purpose and Significance .......................................................................................... 25
Scope and Limitations ............................................................................................................... 27
Research Question .................................................................................................................... 27
Dissertation Chapters ................................................................................................................ 28
Chapter 2: Literature Review and Conceptual Model .................................................................. 30
Systematic Processes and Collective Behaviors ....................................................................... 31
Change management. ............................................................................................................ 31
Organizational structure. ....................................................................................................... 35
Mergers and acquisitions. ..................................................................................................... 36
Characteristics of non-commercial mergers. ........................................................................ 41
Merger and acquisition outcomes. ........................................................................................ 44
Theoretical Framework: Social Identification and Psychological Contract ............................. 45
Social identity theory. ........................................................................................................... 46
Psychological contract. ......................................................................................................... 48
Social identity theory and personal contract in employee engagement. ............................... 50
Organizational Compassion and Advancing Cultural Norms ................................................... 51
Measurement of employee engagement. ............................................................................... 52
ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
8
Organizational compassion. .................................................................................................. 55
Key role played by communication. ..................................................................................... 57
Organizational compassion burnout. .................................................................................... 59
Conceptual Model ..................................................................................................................... 61
Thesis Statement ....................................................................................................................... 62
Summary .................................................................................................................................. 62
Chapter 3: Methodology ............................................................................................................... 64
Research Design ........................................................................................................................ 65
Evidence based research. ...................................................................................................... 66
Systematic review approach. ................................................................................................ 66
Search Strategy ......................................................................................................................... 67
Terms and search strings. ...................................................................................................... 68
Quality Assessment ................................................................................................................... 69
Inclusion & Exclusion ............................................................................................................... 70
Significance ............................................................................................................................... 73
Rigor Standards ......................................................................................................................... 74
Variables .................................................................................................................................. 76
Thematic Coding ....................................................................................................................... 76
Establishment of Themes .......................................................................................................... 78
Use of Subject Matter Expert Reviews ..................................................................................... 79
Subject matter experts’ profiles. ........................................................................................... 80
Limitations ............................................................................................................................... 82
Summary .................................................................................................................................. 83
Chapter 4: Analysis and Findings ................................................................................................. 84
Findings .................................................................................................................................... 86
Thesis 1. Framing the Effects of Organizational Compassion ................................................ 87
Collective noticing. ............................................................................................................... 89
Collective feeling. ................................................................................................................. 91
Collective responding. .......................................................................................................... 93
Thesis 2. Role of Organizational Compassion Burnout ........................................................... 96
Thesis 3. The Role of Organizational Type in Levels of Organizational Compassion ........... 99
ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
9
Limitations .............................................................................................................................. 102
Alternative Perspectives .......................................................................................................... 103
Summary ................................................................................................................................ 104
Chapter 5: Conclusions and Recommendations ........................................................................ 105
Conclusions ............................................................................................................................. 105
Implications for Practice ......................................................................................................... 107
Understanding collective behaviors. ................................................................................... 107
Including collective behaviors in M&A planning, design, and implementation. ............... 108
Communication is critical. .................................................................................................. 109
Collective responding impacts the psychological contract. ................................................ 109
Adoption of socio-cultural success factors. ........................................................................ 110
Organizational compassion by type of organization. .......................................................... 111
Implications for Scholarship ................................................................................................... 113
Creating measurement tools. ............................................................................................... 113
Industry specific focus. ....................................................................................................... 115
Recommendations for Future Research .................................................................................. 116
Planning for employee engagement. ................................................................................... 116
Understanding the role of organizational compassion burnout. ......................................... 117
Increased research on non-commercial organizations. ....................................................... 118
Determining if organizational compassion behaviors are global. ....................................... 118
Summary ................................................................................................................................ 118
References .................................................................................................................................. 120
Appendix A. Personal Assessment Tool ..................................................................................... 140
Appendix B. Application of Inclusion Criteria ........................................................................... 144
Appendix C. Application of Exclusion Criteria .......................................................................... 146
Appendix D. SME Invitation Letter and Evaluation Form ......................................................... 151
Appendix E. SME Feedback ....................................................................................................... 154
Appendix F. Psychological Contract Factors .............................................................................. 157
Appendix G. Organizational Compassion Factors ...................................................................... 158
ORGANIZATIONAL COMPASSION IN MERGERS AND AQUISITIONS
10
List of Tables
Table 1. Health Care Specific Search Strings ............................................................................... 69
Table 2. Variables, Definitions, and Measurement ....................................................................... 77
Table 3. First Iteration of Data Coding ......................................................................................... 77
Table 4. Second Iteration of Data Coding .................................................................................... 78
Table 5. Coding for Organizational Compassion Behaviors and Subsequent Outcomes ............. 87
Table 6. Behaviors in Organizational Compassion, Weight of Evidence Summary .................... 88
Table 7. Sample Set of Studies with Responding Behaviors ........................................................ 94
Table 8. Organizational Compassion Level, by Organizational Type ........................................ 100
Table 9. Collective Behaviors and the Psychological Contract .........................
Author-wise bibliometric analysis based on entropy.
No full textAuthor-wise bibliometric analysis based on entropy.</p
- …
