Uniwersyteckie Czasopisma NaukoweCZYNNIKI KSZTAŁTUJĄCE ODPORNOŚĆ PRACOWNIKÓW W FAZIE POTRANSAKCYJNEJ FUZJI I PRZEJĘĆ. PODEJŚCIE BEHAWIORALNE
DOI:
https://doi.org/10.26881/wg.2025.1/S.10Słowa kluczowe:
ekonomia behawioralna, fuzje i przejęcia, integracja po fuzji, odporność pracownikówAbstrakt
Cel. Fuzje i przejęcia to transakcje, które powodują złożone i głębokie zmiany organizacyjne. Pomimo swojego potencjału, nie przynoszą jednak oczekiwanych rezultatów ekonomicznych. Wcześniejsze badania wykazały istotną rolę odporności pracowników dla sukcesu fuzji i przejęć. Dlatego w tym badaniu celem jest wyznaczenie czynników wpływających na odporność pracowników w fazie integracji po fuzji.
Metoda. Niniejsze badanie analizuje czynniki wpływające na odporność pracowników w 295 transakcjach fuzji i przejęć w Polsce. W badaniu przeprowadzonym metodą CAWI pracownicy biurowi uczestniczący w transakcjach M&A zostali poproszeni o ocenę swoich doświadczeń w fazie po integracji w zakresie odporności, satysfakcji z pracy, skuteczności komunikacji, wizjonerskiego przywództwa i identyfikacji organizacyjnej. Czynniki behawioralne przewidujące odporność pracowników wyznaczone zostały przy użyciu ogólnego modelu liniowego z oszacowaniem metodą najmniejszych kwadratów. W modelu uwzględniono interakcje, w celu przetestowania moderującego efektu wielkości przedsiębiorstwa i płci na analizowane zależności.
Wyniki. Wyniki badania wykazały, że odporność pracowników podczas fuzji i przejęć statystycznie istotnie zależy od satysfakcji z pracy, wizjonerskiego przywództwa i identyfikacji organizacyjnej. Szczególnie silny, pozytywny wpływ wizjonerskiego przywództwa zaobserwowano w dużych organizacjach. Otrzymane rezultaty dostarczają praktycznych wskazówek, przydatnych dla menedżerów i doradców ds. fuzji i przejęć, wskazując na czynniki wpływające na sprawniejszą realizację integracji.
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