Exploring Cohesion in a Thai Multinational Manufacturing Company: A Social Network Analysis Approach
Keywords:
Cohesion, Cohesive measures, Mergers and acquisitions, Social network analysisAbstract
This study explores the concept of "cohesion" within a multinational manufacturing company in Thailand that has recently undergone post-merger integration. Employing a quantitative approach and adopting a social constructivist epistemological stance, this research analyzes cohesion through the lens of social network analysis. Although conventional measures of cohesion (N=315 'ego-seeds'; n=21,416 ego-alter pairs) yield scores above the midpoint of the scale, our examination of network cohesion scores and network graphs at the organizational, group, and individual levels challenges the notion of cohesion in this case. We also investigate the strength of weak ties. Furthermore, the network graphs provide unique insights into participants' perspectives that are not captured by traditional research methods. The findings suggest that cohesion in this context requires not only work-related group connections but also social and inter-group associations and reciprocity at a broader organizational level. These insights advocate for the incorporation of theoretical models based on the social identity approach to enhance post-merger integration processes involving inter-group relations. By examining a post-merger integration case, this study contributes to our understanding of how to enhance cohesion as a desired outcome of successful mergers and acquisitions.
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