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Management as a Limit to Organizational Change: Implications for Acquisitions

Management as a Limit to Organizational Change: Implications for Acquisitions

David R. King
Copyright: © 2016 |Pages: 22
ISBN13: 9781466695337|ISBN10: 1466695331|EISBN13: 9781466695344
DOI: 10.4018/978-1-4666-9533-7.ch003
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MLA

King, David R. "Management as a Limit to Organizational Change: Implications for Acquisitions." Organizational Change Management Strategies in Modern Business, edited by Aslı Goksoy, IGI Global, 2016, pp. 52-73. https://doi.org/10.4018/978-1-4666-9533-7.ch003

APA

King, D. R. (2016). Management as a Limit to Organizational Change: Implications for Acquisitions. In A. Goksoy (Ed.), Organizational Change Management Strategies in Modern Business (pp. 52-73). IGI Global. https://doi.org/10.4018/978-1-4666-9533-7.ch003

Chicago

King, David R. "Management as a Limit to Organizational Change: Implications for Acquisitions." In Organizational Change Management Strategies in Modern Business, edited by Aslı Goksoy, 52-73. Hershey, PA: IGI Global, 2016. https://doi.org/10.4018/978-1-4666-9533-7.ch003

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Abstract

Acquisitions inherently involve change, but the success of desired change varies. This reflects the inherent difficulty of organizational change and attempts to maintain a fit with an organization's environment. A possible limitation to successful change is that the managers responsible for it face conflicting demands. This chapter develops multiple ways that acquisition circumstances and involved managers can limit organizational change. For example, middle managers can have information about organizational challenges but not the authority to direct change, while top managers have the authority but face implementation constraints. Acquisitions may also offer a solution to these challenges through the reconfiguration of a firm's management to increase management perspectives and to update organizational identities. Implications for management research and practice are discussed.

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