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Research On The Human Resource Integration In M&A Intrapreneurship

Posted on:2006-04-05Degree:DoctorType:Dissertation
Country:ChinaCandidate:S M YanFull Text:PDF
GTID:1116360152485979Subject:Business management
Abstract/Summary:PDF Full Text Request
M&A is one of intrapreneurship modes. When firms start their intrapreneurship by M&A, human resource integration is becoming a critical issue. In the field of intrapreneurship researches, the previous research concerned with the dimension of intrapreneurship and the characters of the intrapreneurs, and in the field of post-acquisition integration researches, the previous research concerned with employee's anxiety, expectation and satisfaction on the individual level, and culture integration on the organizational level, and lack of inquiry into human resource integration level and style and tactics. This paper combined the intrapreneurship with M&A researches, and finished four studies on the dimension and performance of M&A intrapreneurship, the level and patterns of human resource integration, the process and key effectives of level of human resource integration selection and the tactics of human resource integration.In study I, the background of human resource integration was confirmed. Study I includes two sub-studies. In the first sub-study, the goals of 26 M&A activities in 20 firms were investigated and summarized under different areas in China and different corporation size and ownership by in depth-interview. The results indicated that the goals of M&A often focused on intrapreneurship. In the second sub-study, based on the literatures and interviews, the dimension and performance of M&A intrapreneurship questionnaire was developed, and delivered to managers in M&A firms. The 135 returned questionnaires were valid. Exploratory factor analysis and confirmatory factor analysis revealed that M&A intrapreneurship had four dimensions: strategy proactiveness, new business venturing, technological innovation, organization renewal. SEM analysis revealed that M&A intrapreneurship was positively related to the performance of the acquiring organization.In study II, level and pattern of human resource integration were investigated. The first-hand material about the level and pattern of human resource integration of 22 M&A intrapreneurship in 18 firms was acquired by depth-interview. Content analysis revealed that intrapreneurs often selected high or middle level of human resource integration, and often use the pattern of human resource integration of directmanagement based on direct integration or recruitment at high level of human resource integration and use the pattern of human resource integration of indirect management at middle level of human resource integration. Finally, the research results by the interview were supported by the questionnaire research.In study III, the process and key effectives of level of human resource integration selection during M&A intrapreneurship were investigated. Based on M&A integration decision-making literature and risk-related decision-making theories, the level of human resource integration selection model and relevant hypotheses were established. The selection questionnaire of level of human resource integration was developed, and delivered to managers in M&A intrapreneurship firms. The 122 returned questionnaires were valid. Correlation analysis, regression analysis and SEM analysis revealed that culture compatibility and power differential between the acquiring firm and the acquired firm were the key effectives of human recourse integration risk perception, and the human resource integration risk perception completely mediated the effect of culture compatibility and power differential on level of human resource integration selection, and the intrapreneurs selected higher level of human resource integration when they perceived higher human resource integration risk. The character of risk-taking of intrapreneurs was verified.In study IV, the tactics of controlling human resource integration risk were analyzed by case study based on hybrid arrangements theory. The results indicated that there were four kinds of tactics of controlling human resource integration risk: the norm-based tactic, the justice expectations-based tactic, the high performance-based tactic, the contract-based...
Keywords/Search Tags:M&A intrapreneurship, human resource integration, level of integration, pattern of integration, risk-related decision-making theories, risk control tactic
PDF Full Text Request
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