This Research Sample Clauses

This Research. To fill the gap and investigate under-studied issues, this research investigates acquisitions that are carried out between Western companies and Chinese SOEs, focusing on the influences of acquisitions on human factors. There are two purposes for this research: investigating the effects of acquisitions on Chinese SOEs at the firm level and exploring the links between acquisition management and acquisition performance. Accordingly, there are three objectives for this research. The first objective is to build a picture of how cross-border acquisitions impact on Chinese SOE employees. The second objective is to verify the managerial factors that influence the acquisition integration of Chinese SOEs. The third objective is to explore the relationships between acquisition management and acquisition performance. There are three research questions: How do acquisitions influence the identity, culture and commitment of the target SOE employees? What are the factors that determine an employee’s post-acquisition identification? What are the relationships between acquisition management and post-acquisition performance? The methodology for this approach was to adopt a questionnaire-based approach using two Chinese SOEs in a pilot study and an interview-based case study method with observations of four Chinese SOEs in the main study. Results indicate that acquisitions have a significant negative effect on the performance of Chinese SOEs and this is mainly due to the inappropriate acquisition managerial strategies conducted by Western acquirers. The insufficient communication, cultural incompatibility, continuity decrease, speedy changes as well as negative emotion among employees violate the necessity of acquisition perceived by employees, break the social relationship and group stereotype that are deeply rooted in the pre-acquisition organisation and consequently lead to identity erosion and employee disturbances. In addition, the violation of group stereotype functions as transforming self and manifests as questioning self, struggling to accept self, a sense of loss of self and refusing the new stereotype as protecting the old self. All these reduced employees’ identification with the post-acquisition organisations. The inappropriate acquisition managerial strategies also affected employees’ social exchange and consequently impacted on their commitment to the new organisations. All these negative effects decreased post-acquisition performance. These results indicate t...
Sample 1
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