An emotion-based view of acquisition integration capability

We propose an emotion-based view of acquisition integration capability by developing an inter-firm model that focuses on dealing constructively with emotions during various organizational identification processes following mergers and acquisitions. The model describes diverse types of organizational actions that elicit or express emotions-called emotional dynamics-that facilitate stabilization, destabilization, and re-identification of acquired employees' organizational identity. Emotional dynamics that elicit emotions among acquired employees or express acquirer's emotions toward acquired employees constitute what we call emotional pairing. This emotion-based view of integration capability complements extant process research that has emphasized cognition and structure

Diffusion and Innovation Theory: Past, Present, and Future Contributions to Academia and Practice

Part 4: PanelInternational audienceThe field of information systems (IS) has throughout its history experienced extensive changes in technology, research, and education. These renewals will continue into the foreseeable future [10]. It is recognized that IS is a key force in the ongoing societal and organizational renewal and change [2, 8, 14]. For example, in the US business sector, IS continues yearly to consume about 30% of total investments made [5]. Recent research document that IS supports the creation of business value, with particular emphasis on an organization’s innovation and change capabilities [1, 3]. Traditionally, research in IS has been interdisciplinary in nature - since it draws on innovation theory, models of value creation, actors’ roles and behaviors, the creation and running of task oriented groups, and how these relate to organizational structures and mechanisms [24]. Throughout its history the question of benefits from investing in IS has been lively discussed

The Critical Decision Vortex: Lessons From the Emergency Room

The dominant model of decision making, rational decision making, is increasingly challenged by research on intuitive decision making and emotion. This article contributes to the debate by articulating a model of how rational decision making, intuitive decision making, and emotion influence each other: the critical decision vortex. The critical decision vortex emerges from a discussion between an emergency room (ER) doctor and a management scholar. The experience of the doctor diagnosing and treating patients in the ER provides the background for a reflection on decision making in critical conditions. One of the main findings of this collaborative effort is that to be effective, ER doctors, like managers, need to remain centered in the critical decision vortex; they need to attend equally to their analytical conclusions, the intuitive hunches that come from their experience, and remain open and attentive to their emotions