The main focus of this book is to develop a deeper understanding of human aspects in the M&A process, which goes beyond the information gained from current literature. The ﬁrst aim of the empirical study is as follows: ● ● ● to reveal how managers behave and communicate with employees during a period of major organizational changes, such as a merger or an acquisition; to discover what kinds of emotions employees feel; to evaluate how far these emotions inﬂuence employees’ commitment towards and identiﬁcation with the newly merged company, their job satisfaction, the development of their relationships and their perception of M&A success. In the M&A literature, emotions have only been investigated as a spinoﬀ, and never accurately. To explore themes, discover patterns and better understand processes and situations within the M&A process, a qualitative methods approach is most suitable. Indeed qualitative research is considered appropriate for theory creation because it allows us to explore a new phenomenon, while quantitative research is better suited for theory testing (see Denzin, 1978; Strauss and Corbin, 1994). Qualitative techniques are less structured than questionnaires and follow an exploratory design (which corresponds to a constructivist or phenomenological approach1). Therefore our empirical study follows a qualitative methods approach: it consists of four M&A case studies, in which diﬀerent qualitative methods and techniques were applied. The qualitative process helps us to ﬁnd out whether our conceptual framework, which was deduced from literature, makes sense or how far it has to be...
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