A practice-based modeling and analysis of social systems: Evaluating resistance-coping strategies in mergers and acquisitions

Abstract Scholars studying mergers and acquisitions (MA (2) positive effects of removing autonomy only occur if the dominating organization provides strong, effective management and (3) formalization of the preferred practices is generally helpful when it occurs within the acquired firm but is limited when it occurs within the acquiring firm. In addition, sensitivity analyses suggest that fostering mimesis through socialization constitutes an alternative strategy to control resistance and deserves further empirical study.

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