A MODEL FOR FRONT-LINE MANAGERS DURING A PHARMACEUTICAL POST-

ACQUISITION INTEGRATION

Cynthia J. Davies, PhD, SPHRKathleen M. Guindon RN, MS, DM/OL

UNIVERSITY OF PHOENIX

Background

Post-acquisition integration (PAI) organizational culture and employee

disruption affects achievement of post merger objectives

(Paruchuri, Nerkar, & Hambrick, 2006; Schweizer, 2005).

Front-line managers (FLM’s) Experience management and self

management issues (Muller, 2006) Lack of peer reviewed literature on the

experience of PAI from the lens of the FLM

Conceptual Frameworks

Peircean Semiotics a theoretical mechanism to understand the art

of human reasoning; to generate meaning using signs, objects, and interpretants (Uslucan, 2004)

Semiotics accounts for understanding external reality (metaphysics) and perception of that reality necessary for understanding system processes (e.g., integration) (Uslucan, 2004)

Conceptual Frameworks

Schein’s Theory of Organizational Learning (1996). describing organizational cultures, cross-

cultural communication, and organizational learning during complex change (1996).

Schein (1996) three cultures of organizational management organizational learning centered on the notion

that the three occupational cultures often work at cross purposes

Management culture understanding is important and necessary to achieve goals and learn.

Methodology

Qualitative Interpretive Phenomenological Analysis (IPA) Undergirded by Phenomenology,

Hermeneutics, & Idiography Allows exploration of lived experience, and

interpretation of how participants made sense and meaning of the post acquisition experience (Harre, 1993; Heidegger, 1962; Husserl, 1927).

Semi Structured telephone interviews (n=20)

Nvivo10

RESULTS

• Interpretation of results revealed seven super-ordinate themes that undergirded the front line managers’ experience of managing during a post acquisition integration

Themes 1, 2, & 3

Uncertainty in the post acquisition integration setting is profound with both personal and professional implications.

Post acquisition employee related issues result in increased demands on the front-line managers communication ability, time, and skills.

Front line managers will incorporate management strategies to mitigate complexities associated with the integration setting.

Themes 4 & 5

Consistent communication with senior leadership is perceived as supportive and helps front-line managers to feel empowered and confident.

Inconsistent communication with other management cultures interferes with front line manager achievement of organizational objectives, and the ability to focus on his or her teams.

Theme 6

Establishing a locus of control and type of communication in the PAIS informed front line manager assignment of meaning of the experience communicating with other management cultures in the PAIS.

Theme 7

Reflection, feedback, and creating control inform the process of front line management self management amidst the complexities of the PAI.

Significance

Findings are congruent with Schein’ (1996) theory of organizational learning.

- Communication with other management cultures is important for organizational learning, goal achievement, confidence, risk taking.

Model of Front Line Manager PAI Experience

Model of Front Line Manager PAI Experience

Recommendations

Replication with stratification for time since PAI implementation

Replication with mixed sample of FLM’s Quantitative or mixed method study

recommendations: Communication strategies and affect on objective

attainment in the PAIS Focused FLM intervention and affect on objective

attainment in the PAIS Focused Management Culture Organizational

Learning Intervention and affect on communication among management cultures.

ReferencesCreswell, J. W. (2008). Educational Research: Planning Conducting and Evaluating,

Quantitative and Qualitative Research (3rd ed.). New York, NY: Pearson. Harre, R. (1993). Social Being. Cambridge, MA: Blackwell Publishers. Heidegger, M. (1962). Being and Time. New York, NY: Harper & Row, Publishers,

Inc. Husserl, E. (1927). Phenomenology. In Encyclopaedia Britannica Online. Retrieved

from http://www.britannica.com. Leedy, P. D., & Ormrod, J. E. (2010). Practical research: Planning and design (9th

ed.). Upper Saddle River NJ: Pearson Moustakas, C. (1994). Phenomenological research methods. Thousand Oaks, CA:

Sage. Muller, N.J. (2006). Mergers and managers: What’s needed for both to work?

Reflections on a merger of two higher education libraries in KwaZulu-Natal. South African Journal of Library and Information Science, 72(3), 198-207.

Paruchuri, S., Nerkar, A., & Hambrick, D. C. (2006). Acquisition integration and productivity losses in the technical core: Disruption of inventors in acquired companies. Organizational Science, 17(5), 545-562.

Schein, E. H. (1996). Three cultures of management: The key to organizational learning. Sloan Management Review 38(1), 9-21.

Schweizer, L. (2005). Organizational integration of acquired biotechnology companies into pharmaceutical companies: The need for a hybrid approach. Academy of Management Journal, 48, 1051-1074. doi: 10.5465/AMJ.2005.19573109

Uslucan, H. (2004). Charles Sanders Peirce and the semiotic foundation of self and reason. Mind, Culture, and Activity, 11(2), 96-108.

Discussion

Back - UP

Problem Statement

The specific problem is a lack of understanding of the experiences, meanings, and sense making approaches of operator culture managers, employed in the pharmaceutical organizational sector, who have managed employees in the post-acquisition integration setting.

Purpose

A qualitative, interpretive phenomenological analysis (IPA) study was conducted to understand and interpret the perceptions of United States-based operator culture front-line managers who have managed employees during post acquisition integration.

Research Method & Design Appropriateness

Appropriate when a paucity of literature exists regarding an investigations problem statement (Creswell, 2008).

Use of a quantitative methodology would prohibit the collection of rich data and the depth of analysis provided by a qualitative methodology (Leedy & Ormrod, 2010; Moustakas, 1994).

capturing data on meaning would not be as rich if quantitative measurement tools were applied.

FLM Experience managing in the post acquisition integration setting (PAIS)

Challenges Uncertainty, Lack of Communication, Employee

Related Challenges, Personal Challenges Management Strategies

Increased Communication, Transparency, Creating a Sense of Control, Focusing on the Positives, Taking Time to Adjust, Learning's.

Communication with other Cultures Persistent Communication, Strategic Communication

Organizational Culture Maintaining Culture, Creating Culture

Interacting & Communicating with Executive

and Middle Management Cultures in PAIS.

Consistent Communication Frequent Communication with upper

Management, challenging upper management, setting the stage, regularly scheduled meetings, communication with peers

Inconsistent Communication Periods of silence, incongruence, Challenging

communication experiences.

Experience of self-management in the PAIS

Previous Experience Steady perspective, calm amidst complexity

Creating a locus of control Creating team culture, becoming leaders

Thriving During Change Feelings of empowerment, autonomy

Personal Strategies Reflection, aligning with the team, acknowledging

increased effort, establishing personal boundaries Needs

Resources, guidance, HR support, mentors, role recognition

Assigning meaning to managing in the PAIS

Passive Meaning Visceral, Positive Attitude, Reference to Natural

Process Active Meaning

Prioritization of Information Active Communication Active Listening Communicating a Vision

Assigning meaning to communication with executive

and middle management cultures Awareness

Perception of context Communication

Types, challenging vs. transparent, risk taking, action on feedback by upper mgmt.

Time Early vs. late in the integration

Upper Management Style Formal vs. inclusive

Personal Goal oriented actions, personal growth.

Meaning Assigned to Self Management

Reflection Pausing before acting, writing it down,

separating personal from business, self understanding

Feedback Creating a Sense of Control

Creating personal management plans, Focus on health Managing reactions