Measuring the performance of mergers and acquisitions through the change management organisational culture and power

This study aimed to determine the effects of change management on the performance of mergers and acquisitions (M&A) in the United Arab Emirates (UAE) banking sector. The study also examined the mediating effect of organisational culture and power in explaining the relationship between the studied variables. A quantitative approach was employed in this study. The sample consist of 229 respondents, who were selected using simple random sampling. Aquestionnaire was used as the instrument to collect survey responses. Data were analysed using Partial Least Squares Structural Equation Modelling (PLS-SEM) to test relationships between the studied variables. The findings reveal that change management has positive and significant effects on M&A performance (_ = 0.287, t= 3.269, p < 0.001). It also has significant and positive effects on both organisational culture (_ = 0.518, t= 7.800, p < 0.000) and power (_ = 0.158, t= 3.811, p < 0.000). Meanwhile, organisational culture has positive and significant effects on the M&A performance (_ = 0.455, t= 7.998, p < 0.000). On the other hand, power has no significant effects on M&A performance. Mediation analysis reveals that organisational culture has partially mediated the relationship between change management and M&A performance (_ = 0.239, t = 3.247, p < 0.001), while power has shown no mediation effects. The study concludes that change management, supported by organisational cultural alignment, is crucial for M&A performance, suggesting that in order to improve corporate restructuring exercise, business should focus on enhancing these key areas. The implication of this study is to provide empirical evidence on how change management, organisational culture, and power can shape M&A performance to ensure smooth and successful corporate restructuri