"Improving Financial Employee Organizational Commitment During Post-Mer" by Natalie Yve Cote Canestro

Date of Conferral

1-29-2025

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Dina Samora

Abstract

Mergers and acquisitions (M&A) remain a top growth strategy for organizational leaders. However, the success of these initiatives is often undermined during post-merger integration (PMI) due to challenges in aligning organizational cultures, processes, and employee commitment. A lack of focus on enhancing employees’ organizational commitment (OC) during this critical phase can lead to disengagement, resistance to change, decreased productivity, and higher turnover rates. The purpose of the pragmatic inquiry was to explore how financial managers enhance their employees’ OC during PMI through the Leader-Member Exchange (LMX) framework. Data were collected through semistructured interviews of six financial managers. Data were then coded, categorized, and analyzed using Braun and Clarke’s thematic analysis. Four key themes emerged from this analysis: strategic pre-planning, motivating employees, managing levels of communication, and navigating the phases of M&A events. A key recommendation is for financial managers to tailor information to the needs and roles of their employees and actively involve them in facilitating change. Furthermore, across all stages of an M&A event, the data highlighted the critical importance of managing employee emotions, with the four emerging themes strongly linked to strategies for enhancing organizational commitment (OC) through effective emotional management. The implications for positive social change include the potential to decrease feelings of uncertainty and fear while navigating change during PMI, enabling employees to benefit the organization, which can positively impact their clients and the communities they serve through improved products and services, and tax revenue when organizational goals are achieved.

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