You are here

Xinyu Gao

DBA Graduate - 2015

Thesis title

Research on the Determinants of Office Rents in Shenzhen CBD

Supervisor(s)

Jianwei Wu
Reviewing the history of M&A, we could find the failure rate of M &As is surprisingly more than 50%. And it has always been a critical academic and practical question to improve the success rate of M &A. The merged employees' organizational identifications of the new company not only influence the synergy effects in M &A, but also directly lead the M &A fail to obtain its expected outcomes. Organization identification refers to a conscious that an individual perceives himself or herself belonging to a certain resourced group. The identification is a process that starts from the individuals in the organization admit the difference between them, and then consistently seek for new information and verify themselves according to their self-definition through the information communication, and ends when individuals reconcile internally with the external environment. When the M&A turns to the psychological integration period of post-merger, its mergered employees’ organizational identification becomes a critical factor which determines the success of the M&As. By reviewing the literature, we could find that scholars have already made several explorative theoretical and empirical studies on the antecedents and methods of measurement that affect employees’ organizational identification in the M&A scenario, and made certain achievements. Nevertheless, the studies on the factors affecting the organizational identification of the employees of acquired enterprises are far from mature. Such immaturity can be highlighted as follows: 1?The studies on the factors affecting the organizational identification of the employees of an acquired enterprise after the merger enters into its psychological merger stage are inadequate. The merger-based consolidation can be normally divided into the “physical merger” stage(This stage is mainly reflected in the integration process in respect of the organizational structure, human resources and finance and is normally within the first year after a merger.)and the “psychological merger” stage (This stage refers to the process in which the two parties involved in a merger further integrate with one another psychologically in order to form a “We” expectation and concept, and is normally one year after the completion of the merger.), whilst employees’ organizational identification problems mainly occur in the psychological merger stage. Besides, researches currently focus on the factors affecting employees’ organizational identification one year after the merger. 2?The studies on the factors affecting the organizational identification of the employees of an acquired enterprise in the conglomerate merger-based integration are inadequate. By now, studies are mainly limited to mergers in the same industry. 3?The quantitative studies on factors affecting the organizational identification of the employees of an acquired enterprise by taking M&A cases involving the Chinese SOEs are inadequate.