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Available online: https://www.utupub.fi/handle/10024/148204?fbclid=IwAR0zkbZAP9MSqb2LF7P-d_6QIV0CVzpSXWIJxfspymA64bcA8EAQ8ddvpH4
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 thri...
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Citations
Previous studies have increasingly emphasised on the important roles of middle managers’ emotions in ensuring successful organisational change implementation. However, earlier research rarely focuses on middle managers’ emotional reflexivity during organisational change. The lack of awareness in practicing emotional reflexivity during change can affect middle managers’ work life quality where they can experience emotional vulnerability, workplace isolation and high sense of inadequacies. Using Communicative constitution of organisations the Montreal School (CCO TMS) as the theoretical underpinning, this research was conducted to study the emotional reflexivity of middle managers in a Malaysian organisation during organisational change. A qualitative methodology using semi-structured in-depth interviews was being carried to study about the targeted phenomenon and thirty middle managers from different departments in a Malaysian manufacturing aerospace component organisation has participated in this study. The analysis of the data generated seven emotional organisational change stories which were anxious, fear, anger, grief, hope, happy and gratitude. Those stories also generated the respondents’ emotional reflexivity dimensions which were self-consciousness, self-control and motivation. This research highlights the importance of listening to middle managers’ stories because it exposes the reasons for their acceptance and resistance towards change initiatives. It also highlights the importance for middle managers to instil emotional reflexivity skills in their work life as it helps them to understand and adapt to their organisation’s change programmes effectively. Lastly, this research also contributes to the enrichment of literature in the areas of CCO TMS theory, emotional reflexivity, organisational stories, as well as organisational change.
This article takes a positive organizational scholarship lens to change management and explores what is the relationship between emotions and communication in managing positive change. Through an abductive study, it suggests a framework of positive post-acquisition change, which centres on interaction in the generation of positive emotions. The framework is built based on a Finnish – German merger completed in late 2013 and substantiated through a German – Finnish acquisition completed in early 2017. Based on the findings, positive emotions can enhance employee identification with the post-acquisition organization as well as increase motivation and engagement in change. Conversely, negative emotions are likely to cause protectionist, change-resistant behaviour. Whereas top-down communication is essential in ensuring day-to-day functions, interaction enables the creation of positive emotions and thereby engages employees in change-congruent behaviour.
MAD statement
Generating positive emotions rather than merely alleviating negative emotions can significantly enhance change outcomes. Practitioners have the ability to encourage the emergence of positive emotions through different communication means. Traditional communication, i.e. ‘information sharing’, ensures day-to-day functionality and can help alleviate worries, but does not engage employees in change. Instead, participation and interaction create a sense of ownership, generating positive emotions and motivating employees to work toward change.
This chapter centres on finding unity when the us versus them thinking that is common in acquisitions is heightened. This setting often triggers negative protectionist attitudes in the target company employees. However, with careful emotion management, the integration process can become swifter and smoother. This chapter introduces a German–Finnish acquisition completed in early 2017. The findings stem from interviews, memo-like diaries and an employee satisfaction survey collected between 2017 and 2018. The findings indicate that understanding how group-shared and group-based emotions emerge in organizations based on either co-presence or identification can increase companies’ ability to influence employee emotions. Moreover, offering the employees positive emotion triggers through a positive emotional climate at work can greatly enhance unity during integration.
This chapter focuses on the acquiring company. The data was collected from a 30-year-old company, which, during its life course, has undergone both a change from family ownership to investor ownership and rapid growth through a series of acquisitions. During this turmoil, the organizational identity and strategy have changed, causing organizational and emotional disorder. Thus, this chapter explores the connection between employee emotions and concerns over organizational identity, asking how acquiring organizations can signal continuity following acquisitions. Post-acquisition change is recognized as a potential identity threat, often leading employees to adopt protectionist attitudes. Nevertheless, based on social identity theory and organizational socialization, it is possible for companies to encourage organizational identification. Building on these notions, this chapter suggests how organizations can increase perceptions of continuity when undergoing constant change.
