Many statements in the interviews conﬁrmed that the behaviour of leading people had a considerable impact on employees’ emotions. And since emotions are the driving force for actions (according to the deﬁnition of emotion), employees’ emotional states inﬂuence their readiness to contribute to merger or acquisition success. The case of Schwarzkopf provided especially clear evidence for these connections. One department of Austrian Schwarzkopf was closed down a few months after the takeover by Henkel. One of the remaining departments had a written promise from Henkel that they would not be closed down if they performed well. Two years later, although the department had put in extra eﬀorts and achieved good ﬁnancial results, they learned that they would be closed down as well. Interviewees reported that the atmosphere in the post-acquisition stage was completely diﬀerent in two diverse departments with two diﬀerent managers. These managers were considered equal in terms of their professional knowledge, but diﬀerent in their personalities: the ﬁrst had diﬃculties dealing with his co-workers during the challenging period of organizational ‘downsizing’. He was introverted, was perceived as ‘quiet’, ‘distant’ and diﬃcult to approach. Employees reported that he used to show a ‘poker face’, and nobody really knew how to interpret it. His reserved behaviour increased employees’ uncertainties and speculations. They felt frustrated and demotivated, started to look for other jobs and to steal oﬃce properties such as paintings from the company. In the other case, the head of...
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