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Post Merger Integration

Saturday, November 14, 2009. Power, safety, and uninhibited cognition. Power, as we learned from Keltner (2003), can also lower individuals’ cognitive inhibitions. Individuals with power have the ability to promote their ideas and those that emerge from their environment, and to influence the behavior of others. Accordingly, the empowered have the ability to vet and endorse ideas, and direct action accordingly. H2: When Team A has higher power (in the organization) than Team B, and Team B has more psycho...

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Post Merger Integration | post-merger-integration.blogspot.com Reviews
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Saturday, November 14, 2009. Power, safety, and uninhibited cognition. Power, as we learned from Keltner (2003), can also lower individuals’ cognitive inhibitions. Individuals with power have the ability to promote their ideas and those that emerge from their environment, and to influence the behavior of others. Accordingly, the empowered have the ability to vet and endorse ideas, and direct action accordingly. H2: When Team A has higher power (in the organization) than Team B, and Team B has more psycho...
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1 post merger integration
2 posted by
3 andrew king
4 6 comments
5 adrian keevil
6 12 comments
7 adversity and collaboration
8 methods
9 experiment i
10 experiment ii
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Post Merger Integration | post-merger-integration.blogspot.com Reviews

https://post-merger-integration.blogspot.com

Saturday, November 14, 2009. Power, safety, and uninhibited cognition. Power, as we learned from Keltner (2003), can also lower individuals’ cognitive inhibitions. Individuals with power have the ability to promote their ideas and those that emerge from their environment, and to influence the behavior of others. Accordingly, the empowered have the ability to vet and endorse ideas, and direct action accordingly. H2: When Team A has higher power (in the organization) than Team B, and Team B has more psycho...

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post-merger-integration.blogspot.com post-merger-integration.blogspot.com
1

Post Merger Integration: The Effects of High Cognitive Uncertainty on Effective Collaboration in a Post Merger Setting

http://post-merger-integration.blogspot.com/2009/10/effects-of-high-cognitive-uncertainty.html

Friday, October 2, 2009. The Effects of High Cognitive Uncertainty on Effective Collaboration in a Post Merger Setting. In, “A distributed cognition perspective on newcomers' change processes: The management of cognitive uncertainty in two investment banks,” A. Alexandra Michel shows that in an investment banking setting, a bank which amplified cognitive uncertainty created a collective-centric organization. Similarly, high levels of cognitive uncertainty imply low levels of taxonomic classification and,...

2

Post Merger Integration: October 2009

http://post-merger-integration.blogspot.com/2009_10_01_archive.html

Friday, October 30, 2009. Teams that organize to realize certain objective are often faced with unforeseen obstacles, constraints and roadblocks. These obstacles can be viewed as a form of adversity, and may create a watershed moment where a team decides to forge ahead or abandon existing efforts. When teams experience adverse conditions, what makes some teams galvanize together to overcome and persevere and others, to diminish and fall short of its objectives? Friday, October 23, 2009. Many industries i...

3

Post Merger Integration: The Effects of Beneficiary Exposure on Interdepartmental Collaboration

http://post-merger-integration.blogspot.com/2009/10/effects-of-beneficiary-exposure-on.html

Friday, October 23, 2009. The Effects of Beneficiary Exposure on Interdepartmental Collaboration. Grant, Campbell, Chen, Cottone, Lapedis, and Lee (2007) showed that employees are willing to maintain their motivation when their work is relationally designed to provide opportunities for respectful contact with the beneficiaries of their efforts. Our hypothesis is: Interdepartmental groups will more effectively collaborate when they are exposed to common beneficiaries. We predicted that task significance m...

4

Post Merger Integration: Adversity and Collaboration

http://post-merger-integration.blogspot.com/2009/10/adversity-and-collaboration.html

Friday, October 30, 2009. Teams that organize to realize certain objective are often faced with unforeseen obstacles, constraints and roadblocks. These obstacles can be viewed as a form of adversity, and may create a watershed moment where a team decides to forge ahead or abandon existing efforts. When teams experience adverse conditions, what makes some teams galvanize together to overcome and persevere and others, to diminish and fall short of its objectives? November 2, 2009 at 5:59 AM. Yeah I agree w...

5

Post Merger Integration: September 2009

http://post-merger-integration.blogspot.com/2009_09_01_archive.html

Tuesday, September 22, 2009. Waldman et al. found indications that charismatic leadership has a positive influence on organization performance in times of uncertainty. The process leading to this positive macro effect has remained defiant of fitting into a concise model. Perhaps focusing on charismatic leadership effects at a micro level, specifically on team collaboration performance in a post-merger integration setting, may reveal insights to charismatic leadership’s overall ability t...Conversely, the...

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Post Merger Integration

Saturday, November 14, 2009. Power, safety, and uninhibited cognition. Power, as we learned from Keltner (2003), can also lower individuals’ cognitive inhibitions. Individuals with power have the ability to promote their ideas and those that emerge from their environment, and to influence the behavior of others. Accordingly, the empowered have the ability to vet and endorse ideas, and direct action accordingly. H2: When Team A has higher power (in the organization) than Team B, and Team B has more psycho...

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