Camelia Oancea is a machine learning engineer at Airbus Defence and Space. She currently combines her career in artificial intelligence at Airbus with doctoral research at Birbeck University of London, UK.Caroline Kamau is a Senior Lecturer in Organisational Psychology at Birkbeck, University of London, UK.

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• Understanding and classifying different types of mergers and acquisitions Historical trends in mergers and acquisitions and why employees think of them as scary events involving job losses and other negative outcomes Psychobiology of human emotions, why employees experiencing mergers or acquisitions feel fear, anger and other negative emotions, and a new assessment toolkit What makes employees support or resist a merger or acquisition and what makes them want to quit? Why employees experiencing mergers and acquisitions think and act in terms of group dynamics of "us versus them" Why cultural differences in nonverbal language and workplace interactions create problems among employees experiencing mergers and acquisitions Good leadership in mergers or acquisitions is about charisma, dynamics with employees, personality, context and information processing Organisational learning is a common goal in mergers and acquisitions but what psychological processes help or hinder it? Considering occupational health and safety in due diligence for mergers and acquisitions – learning from lawsuits about cancer mortality

Camelia Oancea is a machine learning engineer at Airbus Defence and Space. She currently combines her career in artificial intelligence at Airbus with doctoral research at Birbeck University of London, UK.Caroline Kamau is a Senior Lecturer in Organisational Psychology at Birkbeck, University of London, UK.

Select Guide Rating

• Understanding and classifying different types of mergers and acquisitions Historical trends in mergers and acquisitions and why employees think of them as scary events involving job losses and other negative outcomes Psychobiology of human emotions, why employees experiencing mergers or acquisitions feel fear, anger and other negative emotions, and a new assessment toolkit What makes employees support or resist a merger or acquisition and what makes them want to quit? Why employees experiencing mergers and acquisitions think and act in terms of group dynamics of "us versus them" Why cultural differences in nonverbal language and workplace interactions create problems among employees experiencing mergers and acquisitions Good leadership in mergers or acquisitions is about charisma, dynamics with employees, personality, context and information processing Organisational learning is a common goal in mergers and acquisitions but what psychological processes help or hinder it? Considering occupational health and safety in due diligence for mergers and acquisitions – learning from lawsuits about cancer mortality