Toward a framework of corporate merger processes and outcomes: A behavioral perspective

Traditionally, the merger literature has examined mergers and acquisitions from a strategic or financial perspective, largely overlooking important behavioral issues. In this paper, we present a comprehensive behavior-based framework of merger processes and outcomes designed to provide more academic rigor to the study of the behavioral aspects of the merger process. The proposed framework combines and synthesizes established merger-related behavioral concepts and relationships with new ones that are not encompassed within the current literature. ^#An earlier version of this paper was presented to the Human Resources, Labor Relations, and Careers track of the 1999 Southern Management Association Conference in Atlanta, GA.