The Power of positivity : how employee emotions and interaction can benefit cross-border acquisitions

Earlier research on mergers and acquisitions presents emotions as something problematic and negative that must be neutralized or controlled. However, emotions can also be the reason why individuals or organizations thrive. Thus, this study sets out to determine how employee emotions influence post-acquisition integration, paying particular attention to positivity in emotions. Taking a slightly unorthodox stance, this study adopts an abductive research structure guided by a moderate constructionist research philosophy in order to build a theory that is closely connected to empirical evidence. The empirical evidence that is crucial to abduction arises from an in vivo case study in two different acquisitions, where data collection centers on qualitative interviews and employee surveys. Emotions in general arise through appraisal—an evaluation of how pleasing or displeasing a triggering event is considered. Both individuals and groups can experience them. At work, emotions are triggered by work-related events and can influence work-related behavior. According to the findings of this study, a key positivity trigger at work is interactive communication. Previous research has indeed confirmed that communication is a key aspect during integration because social interaction and employee engagement can create a feeling of belongingness to the new organization. However, emotions are dynamic and vary within and between individuals and groups. According to the findings of this study, a key reason for this evolving nature of emotions is the surrounding emotional climate. An emotional climate refers to a socially constructed working atmosphere. It is visible in the predominant collective emotional states that arise through social interaction between organizational members. A positive emotional climate can improve organizational identification and performance, and thereby facilitate organizational change. The key theoretical contribution of this study is threefold. First, it acknowledges positive emotions. This can help overcome the previous negative bias in the emotion-centric acquisition literature. Second, it considers emotions in a more balanced manner, not as isolated instances but as both individual and collective instances, paying special attention to the relevant emotion triggers. This sheds more light on how and why emotions emerge during change periods, increasing the level of theorization in the field. Third, this study offers a more dynamic view of emotions in an organizational context, also shedding light on how to manage collective emotions following acquisitions. Together, these findings help answer the fundamental question of how to make acquisitions more successful. For practitioners, the key contribution is in the analytical power of the suggested framework. Managerially, the key elements for creating positive post-acquisition change are the chosen integration strategy and the managerial skills necessary to create the desired positivity. With regard to employee emotions, acknowledging the different levels of emotions and their triggers can help emphasize positivity and alleviate negativity. Simultaneously, an emphasis on the post-acquisition organization can help overcome us versus them thinking. With regard to communication, information sharing is essential to ensure day-to-day functions, but interaction is crucial for long-term engagement and motivation. With regard to the emotional climate surrounding change, awareness of the pre-acquisition climate and possible sub-climates can help predict fluctuations.Aiemman yrityskauppakirjallisuuden perusteella tunteet ovat ongelmallisia ja negatiivisia, joten ne täytyy neutralisoida tai niitä täytyy hallita. Tunteet voivat kuitenkin myös olla syy ihmisten ja organisaatioiden kukoistukseen. Siksi tämän tutkimuksen tavoitteena on selvittää, miten työntekijöiden tunteet vaikuttavat yrityskauppaintegraatioon. Tutkimus kiinnittää erityistä huomiota tunteiden positiivisuuteen. Korostaakseen teorian ja empirian välistä yhteyttä tutkimus noudattaa abduktiivista, maltillisen konstruktionismin tieteenfilosofian ohjaamaa rakennetta. Abduktiossa keskeinen empiirinen aineisto kumpuaa tapaustutkimuksesta kahdessa yrityskaupassa, joista aineistoa kerättiin pääasiassa laadullisin haastatteluin ja työntekijöille suunnatuin kyselyin. Tunteet nousevat kognition pohjalta ja perustuvat laukaisevan tekijän tai tapahtuman arvioituun miellyttävyyteen. Tunteita ilmenee sekä yksilö- että ryhmätasolla. Työpaikalla tunteet kumpuavat usein työpaikan tapahtumista ja ne voivat vaikuttaa työntekijöiden käytökseen. Tämän tutkimuksen löydösten perusteella positiivisuutta työpaikalla voi kasvattaa etenkin vuorovaikutteinen kommunikaatio. Aiempi tutkimus onkin vahvistanut kommunikaation tärkeyden yrityskauppaintegraatiossa, sillä sosiaalinen vuorovaikutus ja työntekijöiden osallistaminen voivat luoda yhteenkuuluvuuden tunnetta uudessa, yrityskaupan jälkeisessä organisaatiossa. Tunteet ovat kuitenkin dynaamisia ja vaihtelevat sekä sisäisesti että eri yksilöiden ja ryhmien välillä. Tämän tutkimuksen tulosten mukaan yksi tärkeä syy tähän dynaamisuuteen on muutosta ympäröivä tunneilmapiiri, mikä viittaa sosiaalisesti rakentuvaan työilmapiiriin. Tunneilmapiiri näkyy yleisimpinä työyhteisön jakamina tunteina, jotka kumpuavat organisaation jäsenten välisestä vuorovaikutuksesta. Positiivinen tunneilmapiiri voi lisätä organisaatioon identifioitumista ja parantaa organisaation tuloksia—ja sitä kautta helpottaa organisaatiomuutosta. Tutkimuksen teoreettinen kontribuutio jakautuu kolmeen osaan. Ensin, tutkimus tunnistaa positiivisten tunteiden merkityksen. Näin tutkimus pääsee yli aiemmassa tunteita käsittelevässä yrityskauppakirjallisuudessa vallitsevasta negatiivisesta ennakkoasetelmasta. Toiseksi, tämä tutkimus tarjoaa tasapainoisen näkökulman tunteisiin eristettyjen instanssien sijaan yksilöllisinä ja kollektiivisina kokemuksina, kiinnittäen erityistä huomiota yrityskaupan aikaisiin tunteita laukaiseviin tekijöihin. Näin tutkimus lisää tietoa siitä, miten ja miksi tunteita syntyy muutosaikoina, lisäten alan teoreettisuutta. Kolmanneksi, tämä tutkimus käsittelee tunteita dynaamisena organisaatiokontekstin osana ja valottaa tunnejohtamisen periaatteita yrityskauppaintegraatiossa. Yhdessä nämä löydökset auttavat vastaamaan pohjimmaiseen kysymykseen siitä, miten yrityskauppojen onnistumisprosenttia voitaisiin parantaa. Liikkeenjohdon näkökulmasta tutkimuksen avainkontribuutio on rakennetun viitekehyksen hyöty analyyttisenä ja ennustavana työkaluna. Johdon näkökulmasta avaintekijöitä positiivisen yrityskauppaintegraation luomiseksi ovat valittu integraatiostrategia sekä positiivisuuden ylläpitämiseen tarvittavat johtamiseen liittyvät kyvyt. Työntekijöiden tunteisiin liittyen tunteiden eri tasojen sekä tunteiden syiden tunnistaminen auttavat korostamaan positiivisuutta ja lieventämään huolia. Samaan aikaan positiivisuuden painottaminen voi auttaa yrityskauppojen jälkeen yleisen me vastaan ne -ajattelun purkamisessa. Kommunikaatioon liittyen tiedon jakaminen on tärkeää päivittäisten toimintojen turvaamiseksi, mutta vuorovaikutteinen osallistuminen on ensisijaista pitkän aikavälin motivaation ja sitoutumisen synnyttämiseksi. Tunneilmapiirin kannalta tietoisuus yrityskauppaa edeltäneestä ilmapiiristä sekä mahdollisista alailmapiireistä on hyödyllistä heilahtelujen ennustamisessa

Apart we pray? The struggle of South Africa's Reformed churches to unite a divided nation

This dissertation analyzes the prolonged transition of South Africa’s Reformed churches from bastions of apartheid towards protagonists of racial reconciliation. At the center is the unification process of the Dutch Reformed Church (DRC) and the Uniting Reformed Church of Southern Africa. The two institutions are rooted in the same tradition, with broadly similar doctrines, yet they worship separately in the old racial categories of apartheid. This is not for lack of effort. After 1994, the DRC shifted from proclaiming divine divisions between races, nations and ethnicities to urging inclusivity in the name of Jesus Christ. The limited success so far to integrate the long divided churches reveals an intricate story of religious actors trying to reframe identities and adjust normative frameworks. The story mirrors South Africa’s greater struggle to transcend its past. Part I of this dissertation considers the nationalist civil religion with which the churches bolstered segregation, and its legacy in contemporary South Africa. By drawing comparisons with other religious-nationalist movements, the study shows the impact of religion in sustaining ethnic conflicts with its everyday structures of separation. Through a qualitative study of South Africa’s Reformed churches, Part II investigates what happens with such structures after a conflict dissipates. To what extent have the churches been able to untangle their attachments to particular ethnic and racial identities? An assessment of their unity discourse and its implementation among five communities in the Free State and Western Cape displays a complex role of religious ideas and practices in deepening and mitigating social divisions. At stake here are recently adopted beliefs in inclusivity along with the pressure to adapt to a rapidly pluralizing religious landscape in which the churches’ authority is no longer a given. They have to cooperate across the color line if they wish to retain relevance in society. This study thus highlights dynamics of principles and pragmatism, and of reconciliation and justice. Where historically white congregations are gradually coming to terms with the need to partner with their black neighbors, the latter now prioritize economic equality over reconciliation. This has not made the churches’ search for unity any easier.2017-08-11T00:00:00

Towards achieving interorganisational collaboration between health-care providers:a realist evidence synthesis

Background Interorganisational collaboration is currently being promoted to improve the performance of NHS providers. However, up to now, there has, to the best of our knowledge, been no systematic attempt to assess the effect of different approaches to collaboration or to understand the mechanisms through which interorganisational collaborations can work in particular contexts. Objectives Our objectives were to (1) explore the main strands of the literature about interorganisational collaboration and to identify the main theoretical and conceptual frameworks, (2) assess the empirical evidence with regard to how different interorganisational collaborations may (or may not) lead to improved performance and outcomes, (3) understand and learn from NHS evidence users and other stakeholders about how and where interorganisational collaborations can best be used to support turnaround processes, (4) develop a typology of interorganisational collaboration that considers different types and scales of collaboration appropriate to NHS provider contexts and (5) generate evidence-informed practical guidance for NHS providers, policy-makers and others with responsibility for implementing and assessing interorganisational collaboration arrangements. Design A realist synthesis was carried out to develop, test and refine theories about how interorganisational collaborations work, for whom and in what circumstances. Data sources Data sources were gathered from peer-reviewed and grey literature, realist interviews with 34 stakeholders and a focus group with patient and public representatives. Review methods Initial theories and ideas were gathered from scoping reviews that were gleaned and refined through a realist review of the literature. A range of stakeholder interviews and a focus group sought to further refine understandings of what works, for whom and in what circumstances with regard to high-performing interorganisational collaborations. Results A realist review and synthesis identified key mechanisms, such as trust, faith, confidence and risk tolerance, within the functioning of effective interorganisational collaborations. A stakeholder analysis refined this understanding and, in addition, developed a new programme theory of collaborative performance, with mechanisms related to cultural efficacy, organisational efficiency and technological effectiveness. A series of translatable tools, including a diagnostic survey and a collaboration maturity index, were also developed. Limitations The breadth of interorganisational collaboration arrangements included made it difficult to make specific recommendations for individual interorganisational collaboration types. The stakeholder analysis focused exclusively on England, UK, where the COVID-19 pandemic posed challenges for fieldwork. Conclusions Implementing successful interorganisational collaborations is a difficult, complex task that requires significant time, resource and energy to achieve the collaborative functioning that generates performance improvements. A delicate balance of building trust, instilling faith and maintaining confidence is required for high-performing interorganisational collaborations to flourish. Future work Future research should further refine our theory by incorporating other workforce and user perspectives. Research into digital platforms for interorganisational collaborations and outcome measurement are advocated, along with place-based and cross-sectoral partnerships, as well as regulatory models for overseeing interorganisational collaborations. Study registration The study is registered as PROSPERO CRD42019149009. Funding This project was funded by the National Institute for Health and Care Research (NIHR) Health and Social Care Delivery Research programme and will be published in full in Health and Social Care Delivery Research; Vol. 11, No. 6. See the NIHR Journals Library website for further project information

Knowledge Codification, Process Routinization, and the Creation of Organizational Capabilities: Post-Acquisition Management in the United States Banking Industry

How do firms create strategically relevant capabilities? In this study, insights from evolutionary economics and organizational learning theories are combined to explore the mechanisms behind the creation of organizational capabilities in the context of infrequent, heterogeneous, and complex administrative tasks. More specifically, the investigation covers the effects of both tacit and codified knowledge accumulation mechanisms on the development of a practice specialized in the management of post-acquisition integration processes. Hypotheses about the performance implications of pre-acquisition resources, post-acquisition integration decisions, and knowledge accumulation and codification processes are tested with primary data collected from a sample of 51 bank holding companies in the United States and Canada, for a total of 577 completed acquisitions. Results show that codification and routinization processes play a key role in shaping the evolution of post-acquisition integration practices, and that both mechanisms have a positive influence on acquisition performance, within specific limitations. The effectiveness of tacit knowledge accumulation is constrained by the degree of homogeneity of past experiences, whereas knowledge codification impacts performance only when high levels of integration are to be achieved. Results also show that greater level of integration have positive implications for acquisition performance and that decisions to replace top management affect performance negatively. Conclusions are drawn about necessary refinements of current theoretical approaches to accommodate complex learning conditions, and the potential implications for the management of acquisitions, as well as other infrequent and complex organizational events, such as strategic alliances and internal reorganizations, are discussed

Activating Knowledge Through Electronic Collaboration: Vanquishing The Knowledge Paradox

Electronic collaboration has become a driver for productivity as organizations develop linkages for the planning, sourcing and execution of goods and services. These organizations require mechanisms to harness the diverse and personalized intellectual resources that are distributed across the world. While electronic collaboration technologies have made it possible to harness intellectual resources across space and time, knowledge management is locked in a paradox of perception – the more valuable a knowledge resource is seen to be the less it is shared. This paper develops framework for the activation of knowledge that relies on a view of knowledge-as-identity. The analysis of a case study reveals “activation effects” that delineate processes in which electronic collaboration technologies can be most effective. This has implications for the creation of collaborative work environments that enhance activation in organizations

How to Overcome the Knowledge Paradox: Activate Knowledge Identity, Not Just Organize Information

A paradox appears to thwart traditional knowledge sharing efforts in organizations: the greater the benefit of a piece of knowledge to an organization the less likely that it will be shared. This paper suggests that in order to mobilize knowledge where there is demand for it, it has to be activated. This paper considers the knowledge identity of the person whose knowledge is to be activated and uses these identities to analyze a case study in which highly distributed knowledge is activated. The analysis reveals activation effects needed to mobilize each of the knowledge identities

Platforms of co-creation : learning interprofessional design practice in creative sustainability

Contemporary design and planning activities often involve complex and multifaceted problems that call for collaborative assessment between several actors, concepts, and interests. The overarching discourse on sustainability is a clear example, connecting together not only scientific research and politics, but also the perceptions and actions of professionals and laypeople. Recently, academic education has become increasingly structured around overarching thematic content, involving problem- and project-based learning in real-world contexts and in interprofessional constellations. Design, as a professional practice is collaborative problem-solving and communication, can offer several insights into the management of such interaction; and yet, in the context of sustainability, design becomes challenged as a discipline, constrained by the professional, institutional, and cultural structures and roles in contemporary meaning-making. This research studies the context of interprofessional design education for sustainability – more specifically, the development and implementation of an international and interprofessional Master’s degree study program in Creative Sustainability (CS), initiated in 2010 at Aalto University, Finland. The case assessment on which the analysis is based consists of three sets of interviews with supportive data, collected from the initiators, teachers, and students of the CS program between the years 2010 and 2015. Overall, the findings contribute to an understanding of how (design) professionalism contributes to sustainability, what type of support is needed in learning for interprofessional design for sustainability, and how such learning developes the (design) academia itself. In analyzing the case, the analytical framework builds on cultural-historical activity theory, with supporting insights that are drawn from practice theory (with a notion of communities of practice) and actor-network theory. In line with these theoretical perspectives, and to emphasize organizarional learning and developmental perspectives, interprofessional interaction in the academic context is constructed to involve three phases – priming, implementing, and experiencing – that also act as analytic components in assessing data. In this research, those aspects that are identified as important in implementing interprofessional learning for sustainability are ensuring that sufficient resources and competences exist to initiate practical inquiries and real-world interaction, and determining that the learning connects back to the initial objective of developing practice. Through such a process, a new kind of professionalism emerges, also renewing the academia as a platform for transdisciplinary action. For Aalto University, the CS interaction created new openings for outreach and for the development of teaching. At the same time, however, this new interaction became conflicted with existing interests and conventions, introduced by the various actors and interacting agendas, and the roles and structures in the current academia.Tämän päivän muotoilu käsittelee usein kompleksisia ja monitahoisia ongelmia, jotka vaativat useiden toimijoiden, konseptien ja kiinnostusten yhteistä arviointia. Selkeä esimerkki tästä on kestävä kehitys, joka yhdistää tieteen ja politiikan, mutta myös ammattilaisten ja kansalaisten näkemykset ja toiminnan. Akateeminen koulutus on järjestynyt nykyisin yhä selkeämmin temaattisiin kokonaisuuksiin, jotka sisältävät ongelmalähtöistä ja projektipohjaista oppimista. Muotoilu ammatillisena taitona yhteissuunnittelun toteuttamiseen voi tarjota useita menetelmiä tällaiseen oppimiseen. Kestävä kehitys kontekstina haastaa kuitenkin muotoilun ammattina, sekä ne roolit ja rakenteet joille se perustuu. Tämä tutkimus keskittyy moniammatilliseen muotoilukoulutukseen kestävän kehityksen kontekstissa. Tapaustutkimukseni kohteena on Creative Sustainability (CS), Aalto-yliopistossa vuonna 2010 alkanut korkeakoulujen välinen maisteriohjelma. Tutkimusmateriaalina ovat haastattelusarjat ohjelman aloittajista, opettajista ja opiskelijoista vuosilta 2010-2015 sekä muu kerätty kirjallinen materiaali ohjelman alkuvuosilta. Tutkimuksen tulokset lisäävät ymmärrystä siitä, mikä muotoilun suhde on kestävyyteen, minkälaista tukea tarvitaan moniammatillisen muotoilun oppimiseen kestävän kehityksen kontekstissa, ja miten tällainen oppiminen muuttaa itse koulutusta. Analyysin viitekehys perustuu toiminnan teoriaan (cultural-historical activity theory) ja huomioihin sekä käytäntöteoriasta (practice theory) että toimijaverkkoteoriasta (actor-network theory). Työssä tarkastellaan moniammatillisen oppimisen toteutumista kolmivaiheisen rakenteen kautta (priming, implementing, experience), jonka osien välisen dynamiikan ja mahdollisten ristiriitojen pohjalta syntyy syvempi ymmärrys vuorovaikutuksesta. Työ nostaa esiin viisi pääteemaa, joiden ympärille analyysi rakentuu. Tarvitaan riittävä resursointi ja tarvittavien kompetenssien tunnistaminen, jotta käytännön vuorovaikutus voi alkaa ja jotta vuorovaikutuksen tulokset linkittyvät takaisin toimintaan. Tällöin syntyy uudenlaista ammatillisuutta, joka mahdollistaa oppimisympäristön kehittämisen edelleen. CS toi Aalto-yliopistoon uudenlaista yhteiskunnallista vuorovaikutusta ja opetuksen kehittymistä. Samaan aikaan nämä avaukset synnyttivät kuitenkin myös jännitteitä suhteessa nykyisiin opetuksen ja ohjelmakehityksen käytäntöihin ja rakenteisiin

The impact of participative communication on organisational cultural change: Two local government cases of change

Managing change is of critical importance in organisations. Communication during the change process has been the subject of considerable and highly contested academic and managerial debate. In this study, The Impact of Participative Communication on Organisational Cultural Change: Two Local Government Cases of Change, communication during the change process was closely examined to see how, if at all, participative processes impact upon the adoption of change. As a result of this research a ‘Ladder of Employee Participation in Change Management’ was developed, to better understand the nature of participative communication and provide clarity for change practitioners who develop change communication plans. This study asked the question: ‘How does participative communication impact on change management receptiveness?’ It looked at the type and style of communication deployed during change, how it was disseminated, how it impacted on employees, and the overall effectiveness of the change management strategy. The study drew on Public Relations constructs of dialogical, two-way symmetrical communication, as well as participative decision-making processes, and analysed data obtained from two change management case studies in the local government sector. A mixed-methods approach was used for collecting data by means of interviews and a culture-assessment tool. This research adds to existing knowledge by providing a clearer understanding of the nature of participative communication during the change management process. The ‘Ladder of Employee Participation in Change Management’ will be of particular interest to change practitioners, who will find it a valuable tool for developing communication plans that align with change processes and enable dissemination of unified messages across the entire organisation

Effectively Managing a Virtual Workforce

In today\u27s fast paced, ever changing organizational environment, there is an elevated need for versatility and productivity in virtually every situation. With advanced technology, fluctuating customer needs, and volatile industry trends, an organization can find itself left behind the competition if it does not work smarter, faster, and leaner than others in the marketplace. In order to keep up with these demands, many organizations have abandoned the concept of traditional, on-site, office environments for those of virtual configuration, as they allow companies to operate with lower overhead costs, capitalize on geographically dispersed talent and provide flexibility in the services they offer. The purpose of this project was to identify and evaluate a variety of leadership skills and techniques related to managing in a virtual environment in order to develop a training program that would assist managers and supervisors improve the effectiveness of their virtual teams and ultimately increase team performance, which positively impacts business results. Four fundamental categories of performance were explored: (1) building trust, (2) incorporating effective communication, (3) navigating cultural diversity, and (4) managing performance and accountability

The relevance of internal communication in contexts of organisational integration.

This study has examined the relevance of internal communication in contexts of organisational integration ('merger communication'). Today, mergers and acquisitions represent a key means of growth. The fundamental impacts of mergers on the people within the affected organisations are, however, frequently underestimated. Many difficulties experienced in mergers appear to be the result of misguided communication founded on a lack of understanding of the underlying communication processes. Previous research and practice on merger communication may have relied too heavily on transmission-oriented approaches which insufficiently address the complexities of merger scenarios. The present study adopts the philosophical commitments associated with 'critical theory' and 'critical realism'. In methodological terms, a qualitative, interpretive approach was used for the research. The data analysis was split into two parts: the first part involved data collection and analysis using grounded theory. As a result a new theory of merger communication was induced. Primary data was obtained by interviewing 32 subjects who were involved or affected by merger integration. Subjects questioned had differing backgrounds, occupied various positions and gained experience in different organisations. The second part of the research involved a broadly-based literature review which, detached from grounded theory principles, served to corroborate the findings from the primary data analysis. The study found that merger communication involves reciprocal interaction processes. During these processes, fields of joint and socially constructed views are produced. Overall, the study advances communication theory which has been empirically tested in merger settings, i.e. there was an examination of the interplay between communication and organisational integration. As a result the field of cultural communication, a route within communication theory, has been furnished with an explanatory approach which extends current understanding of shared meaning relationships. The mergers and acquisitions theory on the other hand is confronted with the finding that an instrumental approach to communication is of limited use only. While a few academics in the area of mergers and acquisitions have regarded merger communication as involving the sharing of meanings none have developed this idea any further with an overarching model