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Mergers and acquisitions (M&A) are a growing phenomenon in the business world as companies are expanding their market share to compete globally. At some point, 1 out of 3 workers will be involved in an M&A. Guided by the social exchange theory, the purpose of this descriptive case study was to explore the satisfaction and engagement strategies of 8 health care leaders who had successfully implemented an M&A. The study population consisted of 4 leader and 4 nonleader employees employed at a healthcare facility in the North Central United States. All employees had been employed at the facility prior to and after the M&A and were current employees at the time of the study. Five themes were revealed: more frequent and transparent communication, intentional and structured leadership, increased trust and emotional engagement, increased focus on human resources, and positive corporate culture. Postmerger, these leaders had implemented changes regarding the corporate belief structure, advocated increased communication and teamwork, and promoted open and direct communication among staff and leadership.
About the author
Dr. Angie Kovarik is an Assistant Professor of Business Administration at Bemidji State University in Bemidji, MN. Prior to the start of her teaching career, she worked in various sectors of industry such as non-profit, biopharmaceutical manufacturing, healthcare, and sales.
