Making Sense of Fairness Perceptions in M&As; A People’s Perspective
(2020) BUSN49 20201Department of Business Administration
- Abstract
- The purpose of this study is to gain a deeper understanding of what leads an employee to judge an event as fair or unfair through the lens of sense-making, sense-breaking and sense-giving, within mergers or acquisitions. This study had an abductive qualitative case-study approach, mainly focusing on semi-structured interviews. Our study constitutes based on the theory of perceived fairness in organisational justice, including Weick’s (1995) concept of sense-making, as well as general M&A integration literature. The empirical material was gathered by 15 semi-structured interviews, whereas 12 interviews employees from the acquired company, and three interviews with employees from the acquiring company. A document-study was performed for the... (More)
- The purpose of this study is to gain a deeper understanding of what leads an employee to judge an event as fair or unfair through the lens of sense-making, sense-breaking and sense-giving, within mergers or acquisitions. This study had an abductive qualitative case-study approach, mainly focusing on semi-structured interviews. Our study constitutes based on the theory of perceived fairness in organisational justice, including Weick’s (1995) concept of sense-making, as well as general M&A integration literature. The empirical material was gathered by 15 semi-structured interviews, whereas 12 interviews employees from the acquired company, and three interviews with employees from the acquiring company. A document-study was performed for the contextual analysis. By applying Weick’s (1995) sense-making theory, we discovered the journey from organisational justice towards employees’ sense-making of fairness perceptions. We identified cues triggering sense-breaking, and that authorities’ poorly executing sense-giving, which led to unfairness perceptions of employees. Consequently, employees developed negative reactions derived from the sense-making of unfairness perceptions. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9022683
- author
- Holitzner, Julia LU and Schriemer, Peter LU
- supervisor
- organization
- alternative title
- Making Sense of Fairness Perceptions in M&As
- course
- BUSN49 20201
- year
- 2020
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Perceived Fairness, Organisational Justice, Sense-Making, M&As
- language
- English
- id
- 9022683
- date added to LUP
- 2020-06-29 11:16:18
- date last changed
- 2020-06-29 11:16:18
@misc{9022683,
abstract = {{The purpose of this study is to gain a deeper understanding of what leads an employee to judge an event as fair or unfair through the lens of sense-making, sense-breaking and sense-giving, within mergers or acquisitions. This study had an abductive qualitative case-study approach, mainly focusing on semi-structured interviews. Our study constitutes based on the theory of perceived fairness in organisational justice, including Weick’s (1995) concept of sense-making, as well as general M&A integration literature. The empirical material was gathered by 15 semi-structured interviews, whereas 12 interviews employees from the acquired company, and three interviews with employees from the acquiring company. A document-study was performed for the contextual analysis. By applying Weick’s (1995) sense-making theory, we discovered the journey from organisational justice towards employees’ sense-making of fairness perceptions. We identified cues triggering sense-breaking, and that authorities’ poorly executing sense-giving, which led to unfairness perceptions of employees. Consequently, employees developed negative reactions derived from the sense-making of unfairness perceptions.}},
author = {{Holitzner, Julia and Schriemer, Peter}},
language = {{eng}},
note = {{Student Paper}},
title = {{Making Sense of Fairness Perceptions in M&As; A People’s Perspective}},
year = {{2020}},
}