Abstract
Conflict frequently arises during an organizational acquisition, and how a company manages that conflict has an impact on the success of the acquisition. Software developers, testers, and managers of a recently acquired organization reported profound changes in organizational culture and numerous potential sources of conflict. Conflict was generally well managed by effectively handling economic rewards, the balancing of power, cultural changes, and emotional reactions to the acquisition.
| Original language | English |
|---|---|
| Pages (from-to) | 317-331 |
| Journal | Conflict Resolution Quarterly |
| Volume | 23 |
| Issue number | 3 |
| State | Published - 2006 |