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The Psychological Impact of Merger and Acquisition on the Individual: A Study of Building Society Managers
Sue Cartwright
Cary L. Cooper
Manchester School of Management, University of Manchester Institute of Science and Technology, P. 0. Box 88, Manchester M60 1QD.
The prospect of increasing profitability and market share by acquisition or merger has continued to exercise a more immediate and seductive appeal to organizations than a reliance on organic growth alone, despite the seemingly high risks attached. The human aspects of merger and acquisition and the impact such a major change event has on employee health and well being has received relatively little research attention. This article reports on a recent study of middle managers (n = 157) involved in the merger of two U.K. Building Societies. Post-merger measures of mental health suggest merger to be a stressful life event, even when there is a high degree of cultural compatibility between the partnering organizations.
Key Words: mergers and acquisition • cultural compatibility • stress
Human Relations, Vol. 46, No. 3,
327-347 (1993)
DOI: 10.1177/001872679304600302
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