Mergers and acquisitions serve as significant catalysts for organizational change, enabling leaders to reshape organizational boundaries and develop new capabilities. However, their implications extend far beyond the merging firms to affect employees, managers, customers, and communities. While M&A research has explored various themes and theoretical perspectives, most special issues have adopted narrow lenses focusing on single aspects like organizational culture or post-merger integration, leaving fundamental questions about how these large-scale transformations unfold.
M&As represent profound episodes of organizational change that disrupt established structures and challenge existing cultures. Yet research on M&As and change management has largely evolved separately, addressing similar questions about how people respond to uncertainty and how leaders enable adaptation without meaningful cross-fertilization. This special issue seeks to bridge these research communities, offering fresh perspectives on how actors at multiple levels shape M&A outcomes and navigate the tension between strategic ambition and human adaptability.
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