‘Change is our continuity’ : Chinese managers’ construction of post-merger identification after an acquisition in Europe

This article examines organizational identification construction in mergers and acquisitions (M&As). The majority of existing studies have focused on antecedents and outcomes of post-merger identification (PMI) in Western contexts. While more and more Chinese cross-border M&As are taking place, how Chinese employees construct PMI remains underexplored. We adopted a qualitative case study approach to investigate how Chinese managers construct PMI after acquiring a European company. As the main contribution, we introduce the concept of agile organizational identity (AOI), wherein agility is a central, enduring and distinctive characteristic of an organization, i.e. ‘who we are and who we want to be’. Our findings reveal that AOI is leveraged by Chinese managers to deal with their perceived inferior status, help them cope with the change and contribute to the construction of a strong PMI. We believe that our study provides a new perspective on how employees can effectively cope with organizational change while maintaining a sense of identity continuity

Political leaders' identity leadership and civic citizenship behavior:The mediating role of trust in fellow citizens and the moderating role of economic inequality

Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the contributions of trust and economic inequality to this relationship. Political leaders' identity leadership (PLIL) was positively associated with respondents' people-oriented civic citizenship behaviors (CCB-P) in 20 of 26 countries and civic citizenship behaviors aimed at one's country (CCB-C) in 23 of 26 countries. Mediational analyses also confirmed the indirect effects of PLIL via trust in fellow citizens on both CCB-P (in 25 out of 26 countries) and CCB-C (in all 26 countries). Economic inequality moderated these effects such that the main and indirect effects of trust in one's fellow citizens on CCB-C were stronger in countries with higher economic inequality. This interaction effect was not observed for CCB-P. The study highlights the importance of identity leadership and trust in fellow citizens in promoting civic citizenship behavior, especially in the context of economic inequality.</p

Political leaders' identity leadership and civic citizenship behavior:The mediating role of trust in fellow citizens and the moderating role of economic inequality

Identity leadership captures leaders efforts to create and promote a sense of shared group membership (i.e., a sense of “we” and of “us”) among followers. The present research report tests this claim by drawing on data from 26 countries that are part of the Global Identity Leadership Development (GILD) project to examine the relationship between political leaders' identity leadership and civic citizenship behavior (N = 6787). It also examines the contributions of trust and economic inequality to this relationship. Political leaders' identity leadership (PLIL) was positively associated with respondents' people-oriented civic citizenship behaviors (CCB-P) in 20 of 26 countries and civic citizenship behaviors aimed at one's country (CCB-C) in 23 of 26 countries. Mediational analyses also confirmed the indirect effects of PLIL via trust in fellow citizens on both CCB-P (in 25 out of 26 countries) and CCB-C (in all 26 countries). Economic inequality moderated these effects such that the main and indirect effects of trust in one's fellow citizens on CCB-C were stronger in countries with higher economic inequality. This interaction effect was not observed for CCB-P. The study highlights the importance of identity leadership and trust in fellow citizens in promoting civic citizenship behavior, especially in the context of economic inequality.</p

Acquisitions suisses en Chine ::la réussite grâce à un leadership adapté

Dieter Voegtli a joué un rôle majeur dans la croissance de Bühler en Asie. Actuellement, un quart des 12’800 collaborateurs de Bühler est employé en Chine. Grâce à son leadership authentique, à son management basé sur la confiance et à son investissement dans les talents, il a bâti une entreprise forte. Son exemple est un modèle pour réussir les acquisitions et les co-entreprises (joint-ventures) sino-suisses. Dieter Voegtli est décédé en juin 2020, brutalement emporté par la maladie. Dieter Voegtli a débuté sa carrière au sein de Bühler en 2004 et a occupé le poste de président du groupe Bühler pour la Chine et la région Asie-Pacifique. En 2018, il est revenu en Suisse comme président ventes et services monde

The identity work during legitimation : the case of new ventures’ internationalization into China

We conducted a qualitative study and examined the Swiss startups in China (SNVs) to provide deeper insight into how International New Ventures (INVs) strive to overcome external challenges and how they seek to establish legitimacy in host, emerging markets. Our study reveals how SNVs tackle this challenge. First of all, SNVs adapt to the mindset in the market and quickly gain insidership during the market exploration phase to acquire the understanding of the local rules of the game, e.g., culture, institutional logics and behaviours of key stakeholders, their motives as well as their evaluation criteria. Second, based on the interview data, we identified the actions taken by the start-ups to mitigate the liabilities of smallness depending on their China Market Mindset, defined as the capacity to effectively seize opportunities, tackle challenges and successfully develop business in China