اشکال جایگزین رهبری کاریزماتیک در یکپارچه سازی ترکیب و ادغام
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|3348||2009||13 صفحه PDF||سفارش دهید||10390 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : The Leadership Quarterly, Volume 20, Issue 2, April 2009, Pages 130–142
It is becoming increasingly clear that post-merger and acquisition (M&A) performance, especially in terms of achieving the integration of merging firms, is strongly affected by organizational factors, such as leadership. This paper presents a theoretical model showing how alternative forms of charismatic leadership can be relevant to the implementation of M&As. A unique aspect of our conceptualization is that we recognize the distinction between charismatic leaders with more of a personalized versus socialized power motive, the behaviors emanating from each respective type, and likelihood of resulting effects on the post-combination organization of an M&A. We also propose that personalized charisma will result in an absorption strategy and accompanying stress, resistance to change, and turnover that vary in degree between acquiring and acquired firms. Conversely, socialized charisma will result in collaborative vision-formation and decision-making processes that will ultimately achieve transformation in both of the combining firms. We further argue that absorption strategies can result in effective integration of the target firm into the acquiring firm when the pre-merger condition of the former is unfavorable.
نتیجه گیری انگلیسی
The fact that so many M&As evolve with less than satisfactory performance suggests that opportunities exist for researchers to form a better understanding of M&A implementation effectiveness. Heretofore, M&As have been studied primarily through economic or financial lenses. While research of a more organizational nature has been growing (e.g., Birkenshaw et al., 2000), it now appears that some key variables, such as charismatic leadership, may need to be examined in an attempt to more fully develop research models. The current model would suggest the consideration of alterative forms of such leadership in the post-combination organization of an M&A, which may or may not include the organizational and cultural integration of the merging firms.