The moderating role of transformational leadership on HR practices in M&A integration

Athina Vasilaki, Shlomo Tarba, Mohammad Faisal Ahammad*, Alison J. Glaister

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

25 Citations (Scopus)

Abstract

Scant research exists examining the effect of HRM practices on employee behavior in Merger and acquisition (M&A) integration and the role that leaders play within this. This paper develops a conceptual framework that focuses on the moderating role of transformational leadership on the achievement of human integration and organizational identification in M&A integration. We argue that communication, employee involvement, teamwork, and training and development have a positive effect on employee behavior and their identification with the newly formed organization. Moreover, we argue that transformational leadership behaviors will moderate the implementation of HRM practices in M&As, leading to positive employee behavior and employee identification in the new organization. We suggest that further research is necessary to test propositions of the present study in order to achieve finer-grained understanding of the role of transformational leadership on the achievement of human integration and organizational identification in M&A integration.

Original languageEnglish
Pages (from-to)2488-2504
Number of pages17
JournalInternational Journal of Human Resource Management
Volume27
Issue number20
DOIs
Publication statusPublished - 12 Nov 2016

Keywords

  • HRM
  • leadership
  • mergers and acquisitions
  • organizational identification

ASJC Scopus subject areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation

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