Date of Conferral
6-7-2024
Date of Award
June 2024
Degree
Doctor of Business Administration (D.B.A.)
School
Business Administration
Advisor
John Bryan
Abstract
Voluntary turnover during the merger and acquisition (M&A) process can affect the success of the M&A, resulting in company failure and the inability of employees to experience associated financial and career growth opportunities, a problem for employees, managers, and executives. Grounded in Eisenberger et al.’s organizational support theory, the purpose of this generic qualitative pragmatic inquiry study was to explore strategies executive leaders of small U.S. software companies use that promote employee engagement throughout the M&A process and reduce voluntary turnover. Six executive leaders of small U.S. software companies who successfully employed strategies to reduce or eliminate voluntary turnover during the M&A process participated in this study. Data were collected using semistructured interviews, literature on employee engagement and M&A, interview notes, and public websites. Using thematic data analysis, four key themes emerged: (a) communicate openly and honestly, (b) establish trust in leadership, (c) include employees in the decision-making process, and (d) clearly explain expectations in the post-M&A company. A key recommendation is that executive leaders experiencing an M&A receive effective communications training. The implications for positive social change include the potential for local communities to flourish from job and economic growth when M&A success is not hindered by voluntary turnover.
Recommended Citation
Landreth, Michael William, "Strategies for Small U.S. Software Companies to Reduce Merger and Acquisition (M&A) Employee Turnover" (2024). Walden Dissertations and Doctoral Studies. 15924.
https://scholarworks.waldenu.edu/dissertations/15924
