The Impact of Mergers and Acquisitions on the Sales Force

Author:

Bommaraju Raghu1,Ahearne Michael2,Hall Zachary R.3,Tirunillai Seshadri4,Lam Son K.5

Affiliation:

1. Assistant Professor of Marketing, Debbie and Jerry Ivy College of Business, Iowa State University

2. C.T. Bauer Professor of Marketing and Research Director, Sales Excellence Institute, C.T. Bauer College of Business, University of Houston

3. Assistant Professor of Marketing, Neeley School of Business, Texas Christian University

4. Assistant Professor of Marketing, C.T. Bauer College of Business, University of Houston

5. Associate Professor of Marketing, Terry College of Business, University of Georgia

Abstract

This research draws from the psychodynamic perspective of social identity theory to examine the causal effect of mergers and acquisitions involving a mismatch of external images on the sales force. Study 1, a natural longitudinal experiment, shows that a merger with a poorer-image firm immediately dilutes salespeople's organizational identification (OI), which in turn impairs their performance. As sense makers, salespeople who are more tenured experience stronger OI dilution, whereas those who perceive a high level of social inclusion experience weaker OI dilution. As sense givers, managers who emphasize the firm's strategic intent in their communication buffer the OI-dilution effect, whereas those who emphasize the firm's organizational culture aggravate the effect. Study 2, a scenario-based experiment, further demonstrates that the OI-dilution effect is stronger than the OI-enhancement effect from merging with a better-image firm. Furthermore, both studies confirm that the adverse effect of mergers and acquisitions that involve a mismatch of external image stems from image uncertainty rather than job uncertainty.

Publisher

SAGE Publications

Subject

Marketing,Economics and Econometrics,Business and International Management

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