Corporate Communications An International Journal · 2008 · 24 citations · 3 references
ManagementChange ManagementCommunicationMergersOrganizational CommunicationStrategic CommunicationAcquisition CommunicationAcquisitions IntegrationCorporate CommunicationMerger CommunicationMergers And AcquisitionsPost-merger IntegrationCorporate Identity CommunicationEmployee Communication During AcquisitionMiddle Manager CommunicationMiddle Manager IdentityMiddle Manager RolesMiddle ManagersOrganizational Change AgentsStrategic Communication In Acquisitions
Purpose The paper aims to present a model for communicating mergers and acquisitions. Design/methodology/approach The paper is a case study of a corporate merger. Findings Communication is a crucial strategic tool in the integration process that follows a merger or an acquisition. M&As differ from other changes as virtually everything is at stake – both practical issues as well as the corporate identity. Hence, the identity issue must be addressed specifically, as a change in corporate identity is expected to affect the employees seriously due to the identification with the corporate identity. The paper also emphasizes the importance of empowering and enabling middle managers for the communication task in order to act as change agents, as the middle manager has reason to feel as “endangered” by the acquisition as his/her employees. Originality/value The paper offers a practical model for integration communication.
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