Giving sense to and making sense of justice in post-merger integration

P. Monin, N.G. Noorderhaven, E. Vaara, D.P. Kroon

Research output: Contribution to journalArticleScientificpeer-review

Abstract

The objective of this article is to elucidate how justice in general and distributive justice in particular are given sense to and made sense of in postmerger integration. Drawing on a longitudinal real-time analysis of a recent merger, we identify a pattern in which focus moved from equality to equity to less emphasis on distributive justice. To understand the dynamics involved, we develop a process model that explains how actors reconcile pressures of value creation and sociopolitical concerns in dialogical “sensegiving” and “sensemaking” processes that lead to the enactment of specific norms of justice. This analysis adds to research on mergers and acquisitions by facilitating understanding of the crucial role that norms of justice play in postmerger integration, of the way in which they change over time as integration processes unfold, and of the intergroup dynamics through which these norms of justice are enacted. By uncovering the microdynamics of dialogical sensegiving and sensemaking processes, we also contribute to research on organizational justice, sensemaking, and process studies.
Original languageEnglish
Pages (from-to)256-284
JournalAcademy of Management Journal
Volume56
Issue number1
DOIs
Publication statusPublished - 2013

Fingerprint

Mergers and acquisitions
Sensegiving
Post-merger integration
Sensemaking
Justice
Distributive justice
Equity
Integration process
Enactment
Equality
Process model
Value creation
Intergroup
Mergers
Organizational justice

Cite this

Monin, P. ; Noorderhaven, N.G. ; Vaara, E. ; Kroon, D.P. / Giving sense to and making sense of justice in post-merger integration. In: Academy of Management Journal. 2013 ; Vol. 56, No. 1. pp. 256-284.
@article{81211168bb5c4ac089944e4f6d4fb2bb,
title = "Giving sense to and making sense of justice in post-merger integration",
abstract = "The objective of this article is to elucidate how justice in general and distributive justice in particular are given sense to and made sense of in postmerger integration. Drawing on a longitudinal real-time analysis of a recent merger, we identify a pattern in which focus moved from equality to equity to less emphasis on distributive justice. To understand the dynamics involved, we develop a process model that explains how actors reconcile pressures of value creation and sociopolitical concerns in dialogical “sensegiving” and “sensemaking” processes that lead to the enactment of specific norms of justice. This analysis adds to research on mergers and acquisitions by facilitating understanding of the crucial role that norms of justice play in postmerger integration, of the way in which they change over time as integration processes unfold, and of the intergroup dynamics through which these norms of justice are enacted. By uncovering the microdynamics of dialogical sensegiving and sensemaking processes, we also contribute to research on organizational justice, sensemaking, and process studies.",
author = "P. Monin and N.G. Noorderhaven and E. Vaara and D.P. Kroon",
year = "2013",
doi = "10.5465/amj.2010.0727",
language = "English",
volume = "56",
pages = "256--284",
journal = "Academy of Management Journal",
issn = "0001-4273",
publisher = "Academy of Management",
number = "1",

}

Giving sense to and making sense of justice in post-merger integration. / Monin, P.; Noorderhaven, N.G.; Vaara, E.; Kroon, D.P.

In: Academy of Management Journal, Vol. 56, No. 1, 2013, p. 256-284.

Research output: Contribution to journalArticleScientificpeer-review

TY - JOUR

T1 - Giving sense to and making sense of justice in post-merger integration

AU - Monin, P.

AU - Noorderhaven, N.G.

AU - Vaara, E.

AU - Kroon, D.P.

PY - 2013

Y1 - 2013

N2 - The objective of this article is to elucidate how justice in general and distributive justice in particular are given sense to and made sense of in postmerger integration. Drawing on a longitudinal real-time analysis of a recent merger, we identify a pattern in which focus moved from equality to equity to less emphasis on distributive justice. To understand the dynamics involved, we develop a process model that explains how actors reconcile pressures of value creation and sociopolitical concerns in dialogical “sensegiving” and “sensemaking” processes that lead to the enactment of specific norms of justice. This analysis adds to research on mergers and acquisitions by facilitating understanding of the crucial role that norms of justice play in postmerger integration, of the way in which they change over time as integration processes unfold, and of the intergroup dynamics through which these norms of justice are enacted. By uncovering the microdynamics of dialogical sensegiving and sensemaking processes, we also contribute to research on organizational justice, sensemaking, and process studies.

AB - The objective of this article is to elucidate how justice in general and distributive justice in particular are given sense to and made sense of in postmerger integration. Drawing on a longitudinal real-time analysis of a recent merger, we identify a pattern in which focus moved from equality to equity to less emphasis on distributive justice. To understand the dynamics involved, we develop a process model that explains how actors reconcile pressures of value creation and sociopolitical concerns in dialogical “sensegiving” and “sensemaking” processes that lead to the enactment of specific norms of justice. This analysis adds to research on mergers and acquisitions by facilitating understanding of the crucial role that norms of justice play in postmerger integration, of the way in which they change over time as integration processes unfold, and of the intergroup dynamics through which these norms of justice are enacted. By uncovering the microdynamics of dialogical sensegiving and sensemaking processes, we also contribute to research on organizational justice, sensemaking, and process studies.

U2 - 10.5465/amj.2010.0727

DO - 10.5465/amj.2010.0727

M3 - Article

VL - 56

SP - 256

EP - 284

JO - Academy of Management Journal

JF - Academy of Management Journal

SN - 0001-4273

IS - 1

ER -