Employee experiences of acquisition processes

This paper addresses multiple employee interpretations during acquisition p rocesses. The overall purpose of the paper is to use an ambiguity approach to further the understanding of how employees interpret the postacquisition process. Unlike much of the present research, which relies on stereotypica l experiences gleaned from management, this study examines acquisitions lar gely from an employee viewpoint. Rather than denying inconsistencies and co nfusion through more or less simplified stereotypical interpretations, an a mbiguity approach is used as a conceptual lens to bring these inconsistenci es to the surface and examine them us potential key characteristics for a m ore subtle understanding of the human side of acquisitions. An ambiguity ap proach can thus help managers during acquisitions by raising the awareness of the existence of ambiguity and multiple interpretations of the acquisiti on process. For example, it can help to avoid illusions of familiarity that nearby cultures and acquisitions within the industry may bring about. Such illusions could add to ambiguous interpretations. Awareness of ambiguity c an also bring managers to focus on issues that may risk losing key people i n the acquired company.