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Organizational Identification at Cross-Border Mergers and Acquisitions: A Theoretical Concept

In: International Business Mergers and Acquisitions in Japan

Author

Listed:
  • Ralf Bebenroth

    (Kobe University Research Institute for Economics & Business Administration (RIEB))

Abstract

This chapter proposes a theoretical framework for organizational identification of target employees at cross-border Mergers and Acquisitions (M&A) on communication, training and consulting. Against the literature stating that all target employees will generally identify less with the new firm, it will be shown on Japan as a country of example that this is not automatically true. It depends on certain characteristics whether or not employees identify with their new bidder firm. For example it matters whether employees are in regularly employed positions. Possibly, non-regular employees might feel afraid of getting replaced. However, it is also thinkable that they may even stronger identify with their organization. Younger regular employees might see an acquisition more as a chance, to more fully use their talents effectively. This should count especially when taken over in a cross border deal where young talents may get more international exposure.

Suggested Citation

  • Ralf Bebenroth, 2015. "Organizational Identification at Cross-Border Mergers and Acquisitions: A Theoretical Concept," Springer Books, in: International Business Mergers and Acquisitions in Japan, edition 127, chapter 12, pages 173-186, Springer.
    • Handle: RePEc:spr:sprchp:978-4-431-54989-5_12
    DOI: 10.1007/978-4-431-54989-5_12
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