Understanding the Perks and Pitfalls of Cross-legacy Boundary Spanning
The integration of two merging companies remains a tough challenge. Employees who develop social relationships with coworkers from both organizations (we call them boundary spanners) are typically seen as key integrators supporting the post-merger integration process. However, building and maintaining relationships with people from different organizations requires time, dedication, and effort.
To better understand the perks and pitfalls of cross-legacy boundary spanning, we wrote a book chapter that identifies and describes the structural and sociocultural dimensions of boundary spanning. We also explain how these dimensions influence the success of the post-merger integration process.
Scholars typically view cross-legacy boundary spanners – employees who develop and maintain social relationships with coworkers from both legacy organizations – as the key integrators in mergers and acquisitions (M&As). Organizations even formally appoint employees with cross-legacy responsibilities to support the post-merger integration process. Recent research has started to emphasize, however, how difficult it can be to reap the benefits of a boundary-spanning position. Building and maintaining formal or informal boundary-spanning ties is costly because it requires time, attention, and political savviness. To better understand the perks and pitfalls of cross-legacy boundary-spanning, the authors identify and describe its structural and sociocultural dimensions and explain how they influence cross-legacy boundaryspanning in M&A contexts. The authors argue that the two dimensions can be seen as boundary conditions to the positive relationship between cross-legacy boundary-spanning and post-merger integration. This chapter highlights the potential dark side of cross-legacy boundary spanning and proposes a multidimensional model to explain how cross-legacy boundary spanners can avoid the pitfalls and promote the perks of their position in support of successful post-merger integration.
A presentation on post-merger taking charge behavior and social networks at the Strategic Management Society Annual Meetgin 2021.
In this study, we examine how the network ties of employees can mitigate low levels of organizational identification and stimulate employees to take charge after a merger.
A presentation on post-merger taking charge behavior and social networks at the European Conference on Social Networks 2021.
A presentation on post-merger taking charge behavior and social networks at the Academy of Management Annual Meeting 2021.