글로벌 M&A 이후 다국적기업 자회사 직원의 조직일체감

초록

Based on the theory of social identity, an empirical study was conducted on the organizational identification of local employees at a subsidiary that had experienced a global M&A. Organizational identification, defined as a sharing of employees with an organization’s values and goals, has been extensively examined in the field of organization behavior. Yet, little research has been done within the context of local subsidiaries of multinational corporations (MNCs) after a global M&A. This paper hypothesized that local employees’ perception of organizational justice, the subsidiary’s strategic autonomy, and external prestige of the company positively influenced the organizational identification of the local employees after a cross-border acquisition. In addition, this paper simultaneously examined how an employee’s organizational identification affects his/her intention to remain with the company. A path analysis was performed using 141 questionnaires collected from a Korean automobile manufacturer after it had been acquired by a US automobile manufacturer. The results suggested that procedural and interactive justices, strategic autonomy, and external prestige significantly had a positive impact on the employees’ organizational identification, resulting in low turnover intention. Only the effect of distributive justice on organizational identification was found to be insignificant. Such results may imply that the Korean subsidiary was successful in implementing a globally standardized performance-linked compensation system for its employees while under the tight control of the headquarters of a world-leading MNC in the automobile industry. This paper provides MNCs with valuable managerial implications for successfully completing the integration of newly acquired foreign subsidiaries with their headquarters by contemplating the promotion of organizational identification of local employees. MNCs need to be concerned with enhancing organizational justice, subsidiary autonomy, and external prestige, all of which were found to positively affect organizational identification and lead to lower employee turnover intention. Achieving low turnover has been considered to be crucial in the process of post-merger integration. Acquiring firms are strongly required to take pertinent managerial actions needed to keep employee turnover rates low after a global M&A to prevent experiencing brain drain, a detrimental outcome of losing skilled and productive employees after M&A.

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