| This dissertation proposes to gain a better understanding of the social and cultural dynamics of mergers and acquisitions, with an emphasis on the issue of merger resistance, through the development of a computational model of the merger dynamics. Based on the conceptual framework of the Generative Practice Theory (GPT), the model rearticulates two major intellectual traditions in Sociology, namely institutional theory and structuration theory. The development of the computational model provides several contributions to merger analysis. First, it provides more precise explanatory accounts for merger resistance. The model identifies three sources of resistance: the actors' confidence on their current practices, the actors' lack of exposure to the new practices, and the lack of proper articulation of the practices. Second, the model supports the meta-analysis by reconciling some conflicting findings and prescriptions of the literature. Through the use of simulations, the model explores the complex relationships among four variables: the level of similarities between combination partners, their level of autonomy removal, their strength of institutionalization, and their level of knowledge formalization. The results of the simulations are the following: (1) similarities do not necessarily reduce resistance but are essential in the case of tacit knowledge; (2) autonomy removal has a positive effect on merger performance, but only if the parent company is right; (3) the strength of institutionalization magnifies the effects of similarities and dissimilarities regardless of whether those are positive or negative; (4) formalization has a general positive effect when it occurs in the acquired firm but exhibits a certain optimal level when it occurs in the parent company. Finally, the model suggests some additional factors for further empirical investigation by identifying some of its underlying assumptions and by gauging the effects of these assumptions through sensitivity analyses. The sensitivity analyses suggest two opportunities for further exploration: (1) the strategic value of the culture of the acquired firm; (2) the strategic use of socialization as an alternative means to control resistance. |
