Employee responses to cross-border mergers and acquisitions are an important factor determining the success of post-merger integration. However, little research exists investigating employee responses in this phase. Our study examines employee responses to an acquisition by investigating the role of social support from different hierarchical levels to predict employees' work attitudes after acquisition. Survey results of 186 Korean employees of an acquired firm show that the influence of social support varies depending on its source level in the hierarchy. While top management and supervisor support had positive effects on employees' work attitudes, co-worker support was insignificant.
Bibliographical noteFunding Information:
The authors would like to thank special issue editor Markus Taube and two anonymous reviewers for their guidance and insightful comments on earlier versions of this article. This study was supported by a National Research Foundation of Korea Grant, funded by the Korean Government (NRF-32A-2011-1-B00074).
All Science Journal Classification (ASJC) codes
- Business and International Management
- Sociology and Political Science
- Political Science and International Relations
- Strategy and Management