Titz, Sebastian (2009) Measuring the influence of Change Management on informal organizational networks in the post-acquisition integration using social network analysis: an exploratory case study. [Tesi di dottorato] (Inedito)

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Tipologia del documento: Tesi di dottorato
Lingua: English
Titolo: Measuring the influence of Change Management on informal organizational networks in the post-acquisition integration using social network analysis: an exploratory case study
Autori:
AutoreEmail
Titz, Sebastiansebastian.titz@unina.it
Data: 30 Novembre 2009
Numero di pagine: 78
Istituzione: Università degli Studi di Napoli Federico II
Dipartimento: Ingegneria economico-gestionale
Scuola di dottorato: Ingegneria industriale
Dottorato: Science and technology management
Ciclo di dottorato: 22
Coordinatore del Corso di dottorato:
nomeemail
Zollo, Giuseppe[non definito]
Tutor:
nomeemail
Capaldo, Guido[non definito]
Data: 30 Novembre 2009
Numero di pagine: 78
Parole chiave: M&A, Integratione,
Settori scientifico-disciplinari del MIUR: Area 09 - Ingegneria industriale e dell'informazione > ING-IND/35 - Ingegneria economico-gestionale
Depositato il: 28 Lug 2010 11:14
Ultima modifica: 30 Apr 2014 19:41
URI: http://www.fedoa.unina.it/id/eprint/4275

Abstract

The purpose of this research is to analyze the factors influencing the success or failure of the integration between two organizations after a corporate merger or acquisition (M&A) . If a M&A is a success for the acquiring firm and its stakeholders and if value can be gained from it depends to a great part on the integration process and how efficient and effective it was executed. The post-merger integration process is complex and affects the organizational structure and departments in many ways. Several factors influence the outcome of a post-merger integration. Of these many are tied to the organizational processes and the relationships between employees. While there are numerous frameworks that describe the post-merger integration processes between to merging organizations, hardly any capture the connection between the organizational change and the informal organizational networks.

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