Behavioral Organization: Merger–Acquisition Integration (Theoretical Approach and Applied) for Jordan Companies

Jihad. Alfarajat, Mohammad. M. Alalaya

Abstract


This study as other previous studies finds that theory puts has a higher consequence as outcome arising from pre-existing structural characteristic. Also there is clear evidence that complexity is the most predominate, enhance, this study aims to examine the performance of merger –acquisition of organization as it involves the pre-established structural specific characteristic, as team behavior, infrastructure support, organization complexity, enhance the effect task structure, and motivation, also the willingness to share information and cultural unification. Also we have used (Vasconellos and Kish) model to support our results of merger-acquisition integration through implies the model to our two companies, the results support our opinion that M/A integration can improve and make progress and successful result to the companies which interred to M/A integration process.

The extent to which the organizational provides an infrastructure of firms support is also quite at adequate levels and expected to have a positive correlation with the post-merger outcomes for the Jordanian companies. Individuals- willingness to have the information is in the lowest level of association with the performance and integration of the organization.Counterintuitively, the analyzed leading to a cohesive of the behavioral theory of the post-merger, and has a paves away of the scholar to study and applied the integration dynamics and using mathematical models which can be tailored as specific circumstances.

Full Text:

PDF

References


Astrachan, J. H. (2010). Strategy in a family business: Toward a multidimensional research agenda. Journal of Family Business Strategy, 1(1), 6-14.

Astrachan, J. H. (1988). Family firm and community culture. Family Business Review, 1(2), 165-189.

Becker, M. C., & Knudsen, M. P. (2006). Intra and inter-organizational knowledge transfer processes: Identifying the missing links. Danish Research Unit of Industrial Dynamics, DRUID Working Paper No. 06-32.

Becker, B. J., & Wu, M-J. (2007). The synthesis of regression slopes in a meta-analysis. Statistical Science, 22(3), 414-429.

Bock, G-W., Zmud, R. W., Kim, Y-G., & Lee, J-N. (2005). Behavioral intention formation in knowledge sharing: Examining the roles of extrinsic motivators, social-psychological forces, and organizational climate. MIS Quarterly, 29, 87-111.

Bruner, R. F. (2004). Applied mergers & acquisitions. Hoboken, NJ: Wiley.

Bruner, R. F. (2005). Profiles of the outlying M&A transactions, 1985 to 2000.

http://dx.doi.org/10.2139/ssrn.681282.

Carley, K. M. (2003). Dynamic network analysis. In Ronald Breiger, Kathleen M. Carley, and Philippa Pattison (Eds.), Dynamic social network modeling and analysis: Workshop summary and papers (pp. 133-145). Washington, DC: National Research Council.

Carley, K. M., Diesner, J., Reminga, J., & Tsvetovat, M. (2007). Toward an interoperable dynamic network analysis toolkit. Decision Support Systems, 43, 1324–1347.

Carley, K. M. & Frantz, T. L. (2009). Modeling organizational and individual decision making. In A. P. Sage & W. B. Rouse (Eds.), Handbook of systems engineering and management (pp. 723-762). New York: Wiley.

Carley, K. M., Martin, M. M., & Hirshman, B. (2009). The etiology of social change. Topics in Cognitive Science, 1(4), 621-650.

Carley, K. M. (1986). Knowledge acquisition as a social phenomenon. Instructional Science,14, 381-438.

Robinson, S. (1997). Simulation model verification and validation: Increasing the users’ confidence. In Agrawal, S., Dasgupta, A., & Bansal S. (2011). Pu* in the pieces together – Post-merger integration survey 2010, PwC India. Retrieved March 08, 2011, from h* p://www.pwc.com/in/en/ publications/publications-2011/pu* ing-the-pieces-together.




DOI: https://doi.org/10.23956/ijermt.v7i2.14

Refbacks

  • There are currently no refbacks.