Organizational Identification at Cross-Border Mergers and Acquisitions: A Theoretical Concept



This chapter proposes a theoretical framework for organizational identification of target employees at cross-border Mergers and Acquisitions (M&A) on communication, training and consulting. Against the literature stating that all target employees will generally identify less with the new firm, it will be shown on Japan as a country of example that this is not automatically true. It depends on certain characteristics whether or not employees identify with their new bidder firm. For example it matters whether employees are in regularly employed positions. Possibly, non-regular employees might feel afraid of getting replaced. However, it is also thinkable that they may even stronger identify with their organization. Younger regular employees might see an acquisition more as a chance, to more fully use their talents effectively. This should count especially when taken over in a cross border deal where young talents may get more international exposure.


Organizational Identification Integration Period Target Firm Regular Employee Client Firm 
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Copyright information

© Springer Japan 2015

Authors and Affiliations

  1. 1.Kobe University Research Institute for Economics & Business Administration (RIEB)KobeJapan

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