并购变革背景下团队断层特征与整合机制研究
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摘要
当前越来越多的企业采取并购变革的方式来实现增长。尽管并购变革可以增加企业的价值、优化社会资源的配置并给企业带来巨大的发展机会,但在大多数并购案例中,预期的协同效应并没有得到真正的实现。造成这一现象的主要原因可以归结为低效的并购后整合。即使并购方与被并购方存在巨大的匹配潜力,如果资源／能力转移过程不够顺畅,协同实现和价值创造便会严重受阻。在所有的并购后整合活动中,针对并购双方员工的团队整合过程被认为能有力预测并购后企业绩效以及员工对并购活动的接受度和满意感。所以本文在详细回顾以往相关研究的基础上,从团队动力学和领导理论的视角出发,对并购变革情境下企业的团队整合过程展开系统的分析。
总体来看,本文主要聚焦于以下三个理论问题。第一,对企业并购后新组建团队特殊的结构特征进行分析,并在此基础上分析并购后团队中人际互动模式的组织行为机制。第二,从微观的角度探讨并购后团队中的动力学机制。第三,考察并购变革背景下领导力的效应,重点关注团队领导者的变革领导力。为了解决这三个关键问题,本文开展了四个相互关联且逐层递进的子研究。
研究一分析了并购后团队整合中的集体自我验证机制。研究借鉴以往文献关于多样性和亚群体类型学的成果,采用案例的方法对两家有过多次并购经历的企业进行深度访谈获取数据,从中提炼出决定并购后新组建团队结构特征的三个主要因素：认同、资源和知识。我们根据这三个特征将并购后新组建团队中的团队断层划分为认同断层、资源断层和知识断层三种类型。然后我们从构造的视角出发分析了不同断层形态下并购后新组建团队成员如何寻求验证集体自我认知的反馈,并就团队领导者在其间所发挥的作用进行了阐述。
研究二开发了本文的核心构思—团队断层的新测量方法。研究首先针对以往客观断层强度指标的不足之处构建了一个整合团队断层强度测量模型(IGFS)。我们采用10个准则对新构建的指标体系进行了检验,结果显示,IGFS要显著优于以往三大较为通用的断层强度指标FLS、Fau和PMD。之后我们开发了团队断层概念的测量问卷。基于研究—关于并购后新组建团队中团队断层的分类框架,并遵循严格的量表开发步骤,研究二对93个样本进行了探索性因素分析,得到包含认同断层、资源断层和知识断层三维度共9个题项的团队断层量表。对另外375个样本的验证性因素分析验证了量表的三维度结构模型,对内部一致性信度、组合信度、聚合效度和区分效度等指标的分析结果表明该量表具有良好的信度和效度。
研究三探讨了并购后团队整合中的群体互动共享机制。研究从自我验证理论出发,用一个实验探讨了并购后团队整合过程中团队断层和团队成员的多样性导向对群体互动、信息共享和决策质量的影响。46个3人小组参加的2(强/弱团队断层)×2(高/低多样性导向)被试间析因设计实验结果表明,团队中的团队断层妨碍了其成员从他人那里获取能够验证自我概念的反馈,而团队成员获得自我验证反馈的需求没有得到满足将会弱化他们与团队的情感依附,破坏团队成员之间的信息共享,进而不利于团队做出高质量的决策。因果步骤法、系数乘积法以及bootstrap法的结果一致发现,自我验证完全中介了团队断层对群体互动共享过程和决策质量的效应。此外,团队成员对多样性的态度和信念会缓解团队断层的负面效应。当人们相信多样性对团队而言是有利的,群体互动共享过程和团队决策质量将较少地受到团队断层的负面影响。
研究四考察了并购后团队整合中的团队变革领导机制。研究通过两个子研究来考察并购后团队整合阶段团队领导者的变革领导力对员工结果所产生的影响。子研究一结果显示,学习导向对员工创造力有显著的正向影响,团队中存在的断层能够激发其释放出创造力,而团队领导者针对变革情境的整合型领导又进一步放大了这一效应。子研究二结果显示,团队领导者在并购后团队整合阶段的转换型领导会促进团队的学习过程,而团队学习也有力地提升了员工的个体绩效。研究样本来自12家并购企业37个团队237名员工,考虑到数据的多层结构,我们采用跨层三重交互模型来检验子研究一的调节效应,采用多层结构方程模型来检验子研究二的中介效应。
本文最后系统地总结了主要的研究结论,探讨了本文所取得的理论上的进展和方法上的创新,在此基础上提出了本文对管理实践的启示,并指出了本文的局限性和未来的研究方向。
Merger and acquisition strategies remain popular as a means of firm growth nowadays. Although acquisition can increase firm's value, optimize the allocation of social resources, and bring the great opportunity to the firm, in most cases anticipated synergies were not fully realized. The primary cause for this phenomenon can be attributed as inefficient post-acquisition integration. Even there exists a huge synergistic potential between acquiring and acquired firms, if resources/capabilities transfer process is not smooth, synergy realization and value creation will be severely hampered. Among all the post-acquisition integration activities, team integration involving employees coming from both sides was found to be the single most important predictor of post-acquisition performance along with employees' acceptance and satisfaction of acquisition in itself. Based on a critical review of previous research, this study systematically analyzed firm's post-acquisition team integration processes from group dynamics and leadership theory perspective.
On the whole, this study focused on three theoretical questions. First, the special structural characteristics of post-acquisition newly formed teams and the underlying interpersonal interaction pattern within the team were analyzed which demonstrated to be a start for our study. Second, the dynamic mechanism of post-acquisition newly formed teams was explored from a micro perspective. Third, the effects of change leadership within post-acquisition context were examined. We carried out four interdependent and progressive empirical studies to solve those three key questions mentioned above.
Study1analyzed the collective self-verification mechanism in post-acquisition team integration. Drawing upon previous literature about diversity and subgroup typology, this study conducted in-depth interview in two firms with many acquisition experience to collect data. We extracted identity, resource, and knowledge as the main determinants of post-acquisition team structure. Correspondingly, we classified group faultlines within post-acquisition team into identity-based faultline, resource-based faultline, and knowledge-based faultline. Then we analyzed how team members strive for collective self-verifying feedback under three different faultline types respectively from configurational perspective, and we elaborated team leader's role in the mean time.
Study2developed a new way to measure the core concept of our study, group faultlines. Aiming at the inadequacy of previous objective faultline strength indices, this study constructed a new integrated group faultline strength index (abbr. IGFS). We used ten evaluation criteria to test the effectiveness of new index and result indicated that IGFS was more powerful than FLS, Fau, and PMD which had been frequently adopted in previous literature. After that, we developed a new scale for group faultlines. Based on the typological framework of group faultlines proposed in study1and rigorous scale development procedures, we ran exploratory factor analysis using93samples to form a scale with three dimensions manifested in nine items. The following confirmatory factor analysis using another375samples validated three-dimension structure of the model. Besides, test of indicators like Cronbach alpha, composite reliability, convergent validity, and discriminant validity showed that group faultlines scale had good reliability and validity.
Study3explored the group interaction and sharing mechanism in post-acquisition team integration. This study examined the effects of group faultlines and team member's diversity orientation on group interaction and sharing processes and decision quality based on self-verification theory. An experiment of46three-person groups using a2(strong/weak group faultlines)×2(high/low diversity orientation) factorial design revealed that group faultlines hampered team member's endeavor for acquiring self-verifying feedback, which in turn impaired member's sense of connectedness to the team, and cut off information sharing among them. Finally, all these processes loss were related to poor decision quality. Three parallel statistical approaches showed that self-verification fully mediated the relationship between group faultlines, group interaction and sharing processes, and decision quality. In addition, team member's diversity orientation moderated the effect of group faultlines on team member's self-verification, group interaction and sharing processes, and decision quality. Specifically, the negative effects of group faultlines on these variables would be reduced when people believed that diversity was beneficial to the team.
Study4examined the team change leadership mechanism in post-acquisition team integration. This study conducted two surveys to explore the role of team leader's change leadership in promoting employees' outcomes after a merger. Results of survey1showed that employee learning orientation was positively related to employee creativity, group faultlines within the newly formed teams stimulated team members to unlock their creative potential. Furthermore, team leader's integration leadership would amplify these effects. Results of survey2showed that team leader's transformational leadership fostered team learning, which in turn enhanced employee job performance. Data were collected from237employees in37teams within12firms which had at least one acquisition experience before. Due to the multilevel structure of our data, we adopted a cross-level three-way interaction model to test the moderating effects in survey1, and used a multilevel structural equation model to test the mediating effect in survey2.
Finally, the main research findings of this study were systematically summarized, along with the theoretical advances and methodological innovation. Implications for limitations, future research directions, and effectively managing the post-acquisition team integration process were discussed.
总体来看,本文主要聚焦于以下三个理论问题。第一,对企业并购后新组建团队特殊的结构特征进行分析,并在此基础上分析并购后团队中人际互动模式的组织行为机制。第二,从微观的角度探讨并购后团队中的动力学机制。第三,考察并购变革背景下领导力的效应,重点关注团队领导者的变革领导力。为了解决这三个关键问题,本文开展了四个相互关联且逐层递进的子研究。
研究一分析了并购后团队整合中的集体自我验证机制。研究借鉴以往文献关于多样性和亚群体类型学的成果,采用案例的方法对两家有过多次并购经历的企业进行深度访谈获取数据,从中提炼出决定并购后新组建团队结构特征的三个主要因素：认同、资源和知识。我们根据这三个特征将并购后新组建团队中的团队断层划分为认同断层、资源断层和知识断层三种类型。然后我们从构造的视角出发分析了不同断层形态下并购后新组建团队成员如何寻求验证集体自我认知的反馈,并就团队领导者在其间所发挥的作用进行了阐述。
研究二开发了本文的核心构思—团队断层的新测量方法。研究首先针对以往客观断层强度指标的不足之处构建了一个整合团队断层强度测量模型(IGFS)。我们采用10个准则对新构建的指标体系进行了检验,结果显示,IGFS要显著优于以往三大较为通用的断层强度指标FLS、Fau和PMD。之后我们开发了团队断层概念的测量问卷。基于研究—关于并购后新组建团队中团队断层的分类框架,并遵循严格的量表开发步骤,研究二对93个样本进行了探索性因素分析,得到包含认同断层、资源断层和知识断层三维度共9个题项的团队断层量表。对另外375个样本的验证性因素分析验证了量表的三维度结构模型,对内部一致性信度、组合信度、聚合效度和区分效度等指标的分析结果表明该量表具有良好的信度和效度。
研究三探讨了并购后团队整合中的群体互动共享机制。研究从自我验证理论出发,用一个实验探讨了并购后团队整合过程中团队断层和团队成员的多样性导向对群体互动、信息共享和决策质量的影响。46个3人小组参加的2(强/弱团队断层)×2(高/低多样性导向)被试间析因设计实验结果表明,团队中的团队断层妨碍了其成员从他人那里获取能够验证自我概念的反馈,而团队成员获得自我验证反馈的需求没有得到满足将会弱化他们与团队的情感依附,破坏团队成员之间的信息共享,进而不利于团队做出高质量的决策。因果步骤法、系数乘积法以及bootstrap法的结果一致发现,自我验证完全中介了团队断层对群体互动共享过程和决策质量的效应。此外,团队成员对多样性的态度和信念会缓解团队断层的负面效应。当人们相信多样性对团队而言是有利的,群体互动共享过程和团队决策质量将较少地受到团队断层的负面影响。
研究四考察了并购后团队整合中的团队变革领导机制。研究通过两个子研究来考察并购后团队整合阶段团队领导者的变革领导力对员工结果所产生的影响。子研究一结果显示,学习导向对员工创造力有显著的正向影响,团队中存在的断层能够激发其释放出创造力,而团队领导者针对变革情境的整合型领导又进一步放大了这一效应。子研究二结果显示,团队领导者在并购后团队整合阶段的转换型领导会促进团队的学习过程,而团队学习也有力地提升了员工的个体绩效。研究样本来自12家并购企业37个团队237名员工,考虑到数据的多层结构,我们采用跨层三重交互模型来检验子研究一的调节效应,采用多层结构方程模型来检验子研究二的中介效应。
本文最后系统地总结了主要的研究结论,探讨了本文所取得的理论上的进展和方法上的创新,在此基础上提出了本文对管理实践的启示,并指出了本文的局限性和未来的研究方向。
Merger and acquisition strategies remain popular as a means of firm growth nowadays. Although acquisition can increase firm's value, optimize the allocation of social resources, and bring the great opportunity to the firm, in most cases anticipated synergies were not fully realized. The primary cause for this phenomenon can be attributed as inefficient post-acquisition integration. Even there exists a huge synergistic potential between acquiring and acquired firms, if resources/capabilities transfer process is not smooth, synergy realization and value creation will be severely hampered. Among all the post-acquisition integration activities, team integration involving employees coming from both sides was found to be the single most important predictor of post-acquisition performance along with employees' acceptance and satisfaction of acquisition in itself. Based on a critical review of previous research, this study systematically analyzed firm's post-acquisition team integration processes from group dynamics and leadership theory perspective.
On the whole, this study focused on three theoretical questions. First, the special structural characteristics of post-acquisition newly formed teams and the underlying interpersonal interaction pattern within the team were analyzed which demonstrated to be a start for our study. Second, the dynamic mechanism of post-acquisition newly formed teams was explored from a micro perspective. Third, the effects of change leadership within post-acquisition context were examined. We carried out four interdependent and progressive empirical studies to solve those three key questions mentioned above.
Study1analyzed the collective self-verification mechanism in post-acquisition team integration. Drawing upon previous literature about diversity and subgroup typology, this study conducted in-depth interview in two firms with many acquisition experience to collect data. We extracted identity, resource, and knowledge as the main determinants of post-acquisition team structure. Correspondingly, we classified group faultlines within post-acquisition team into identity-based faultline, resource-based faultline, and knowledge-based faultline. Then we analyzed how team members strive for collective self-verifying feedback under three different faultline types respectively from configurational perspective, and we elaborated team leader's role in the mean time.
Study2developed a new way to measure the core concept of our study, group faultlines. Aiming at the inadequacy of previous objective faultline strength indices, this study constructed a new integrated group faultline strength index (abbr. IGFS). We used ten evaluation criteria to test the effectiveness of new index and result indicated that IGFS was more powerful than FLS, Fau, and PMD which had been frequently adopted in previous literature. After that, we developed a new scale for group faultlines. Based on the typological framework of group faultlines proposed in study1and rigorous scale development procedures, we ran exploratory factor analysis using93samples to form a scale with three dimensions manifested in nine items. The following confirmatory factor analysis using another375samples validated three-dimension structure of the model. Besides, test of indicators like Cronbach alpha, composite reliability, convergent validity, and discriminant validity showed that group faultlines scale had good reliability and validity.
Study3explored the group interaction and sharing mechanism in post-acquisition team integration. This study examined the effects of group faultlines and team member's diversity orientation on group interaction and sharing processes and decision quality based on self-verification theory. An experiment of46three-person groups using a2(strong/weak group faultlines)×2(high/low diversity orientation) factorial design revealed that group faultlines hampered team member's endeavor for acquiring self-verifying feedback, which in turn impaired member's sense of connectedness to the team, and cut off information sharing among them. Finally, all these processes loss were related to poor decision quality. Three parallel statistical approaches showed that self-verification fully mediated the relationship between group faultlines, group interaction and sharing processes, and decision quality. In addition, team member's diversity orientation moderated the effect of group faultlines on team member's self-verification, group interaction and sharing processes, and decision quality. Specifically, the negative effects of group faultlines on these variables would be reduced when people believed that diversity was beneficial to the team.
Study4examined the team change leadership mechanism in post-acquisition team integration. This study conducted two surveys to explore the role of team leader's change leadership in promoting employees' outcomes after a merger. Results of survey1showed that employee learning orientation was positively related to employee creativity, group faultlines within the newly formed teams stimulated team members to unlock their creative potential. Furthermore, team leader's integration leadership would amplify these effects. Results of survey2showed that team leader's transformational leadership fostered team learning, which in turn enhanced employee job performance. Data were collected from237employees in37teams within12firms which had at least one acquisition experience before. Due to the multilevel structure of our data, we adopted a cross-level three-way interaction model to test the moderating effects in survey1, and used a multilevel structural equation model to test the mediating effect in survey2.
Finally, the main research findings of this study were systematically summarized, along with the theoretical advances and methodological innovation. Implications for limitations, future research directions, and effectively managing the post-acquisition team integration process were discussed.
引文
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