ANTECEDENTS AND CONSEQUENCES OF EMPLOYEES’ JUSTICE PERCEPTIONS IN M&As: A CONCEPTUAL MODEL

Mergers and acquisitions are highly prevailing, influential and risky corporate events. The bulk of the literature relating to M&As focus on economic, financial and strategic factors behind these practices and financial performance is taken to be the most common determinant of M&A success. Nevertheless, increasingly the success of organizational combinations has been measured by the reactions of individuals affected by these practices. The purpose of this study is to develop a novel theoretical model that shed light on the interrelationships among varying support practices implemented to reduce employee stress in every phase of M&A process; employees’ justice perceptions and attitudinal and behavioral outcomes.