How to Manage Workplace Networks During M&A

Mergers and acquisitions (M&A) are pivotal events for companies, reshaping organizational structures, cultures, and workflows. Yet one of the most underappreciated aspects of these transitions is the significant impact they have on workplace social networks. New research by Wharton School Assistant Professor Tianyang sheds light on how M&A events influence interpersonal dynamics in the workplace, revealing fascinating gender-based differences in network behaviors. These insights hold critical implications for business leaders and mid-market entrepreneurs navigating organizational changes.

Social networks in the workplace are more than just casual relationships - they serve as powerful conduits for information, collaboration, and resource sharing. Whether it’s a mentor offering career advice, a colleague providing operational insights, or professionals sharing referrals, these connections play a vital role in both individual success and organizational cohesion.

According to Professor Tianyang, workplace networks are shaped by both formal structures - such as job roles and hierarchies - and informal interpersonal relationships. However, during periods of organizational disruption, such as an M&A, these networks may either strengthen or fracture under pressure. Understanding how individuals respond to these changes can help leaders develop strategies to foster connectivity and maintain productivity during periods of uncertainty.

Gender Differences in Network Behavior During M&A Events

One of the key findings from Professor Tianyang’s research is that men and women respond to workplace disruptions in distinct ways, particularly when it comes to social networking. These differences often stem from ingrained social norms, expectations, and structural factors within organizations. Here’s an overview of the gender-specific tendencies observed during M&A events:

1. Men Focus on Expanding Networks

During M&A events, men demonstrate a tendency to focus on expanding their professional networks. They actively form new connections, particularly with other men, leveraging these relationships to gain access to new resources and information. This behavior aligns with the idea of "network formation", where individuals prioritize building broader and more diverse professional circles.

2. Women Strengthen Existing Networks

In contrast, women often focus on maintaining and deepening existing relationships within their networks. Rather than seeking new connections, they rely on the strength of their established ties, particularly with other women, to navigate the turbulence of M&A events. This behavior - referred to as "network maintenance" - is rooted in a greater emphasis on trust and mutual support during times of uncertainty.

3. Gender Homophily Intensifies

The research also highlights an intensification of gender homophily during M&A events. Men tend to connect more with other men, while women gravitate toward other women. While this may reinforce existing support systems, it can also create silos that limit broader collaboration.

4. Short-Term vs. Long-Term Impacts

These gendered responses have nuanced consequences. In the short term, women benefit from the dense and trust-based nature of their networks, which enable resource sharing and mutual support. However, in the long term, the inward focus of women’s networks may hinder their ability to integrate into newly restructured organizations or access diverse opportunities.

Why Women’s Networks Shine During Turbulent Times

One of the most compelling findings from the study is the significant advantage that women’s networks provide during turbulent times. In the healthcare sector, for instance, where the study was conducted, women leveraged their networks to share referrals and resources more effectively than their male counterparts during M&A events. This speaks to the resilience and reliability of women’s networks under challenging circumstances.

The success of these networks can be attributed to a few key factors:

High Trust Levels: Established networks are often rooted in trust, making them reliable sources of support during uncertain periods.
Reciprocal Relationships: Women’s networks tend to emphasize reciprocity, where mutual assistance reinforces the strength of relationships.
Resilience Without Face-to-Face Interaction: Previous research shows women excel at maintaining relationships without in-person interactions, a skill that proved invaluable during events like the COVID-19 pandemic.

However, while these strengths offer short-term benefits, they may not always align with the broader organizational goals of integration and innovation following an M&A.

Implications for Leaders and Organizations

For mid-market entrepreneurs and business leaders, these findings underscore the importance of fostering both network formation and maintenance during M&A events. Here are a few actionable strategies:

1. Facilitate Cross-Gender Collaboration

To break down silos, create opportunities for cross-gender collaboration. Implement structured team-building initiatives and cross-functional projects that encourage employees to connect outside their immediate circles.

2. Balance Network Formation and Maintenance

Encourage employees to strike a balance between forming new connections and maintaining existing ones. This dual approach can help individuals tap into both trust-based support systems and fresh perspectives.

3. Leverage Women’s Network Strengths

Recognize and harness the strengths of women’s networks during periods of uncertainty. These networks can act as stabilizing forces, helping employees adapt to change and maintain productivity.

4. Address Structural Barriers

Examine the organizational structures and cultural norms that shape network behaviors. By addressing gendered expectations and promoting equitable access to resources, leaders can create an environment where all employees can thrive.

Key Takeaways

Social networks are crucial conduits for information and resources in the workplace, particularly during disruptive events like M&A.
Men tend to focus on forming new connections during M&A events, while women prioritize maintaining and strengthening existing relationships.
Women’s networks, characterized by high trust and reciprocity, offer significant advantages during turbulent times but may limit integration and innovation in the long term.
Gender homophily intensifies during M&A, with men and women leaning more heavily on same-gender connections.
Leaders should prioritize strategies that foster cross-gender collaboration, balance network formation and maintenance, and address structural barriers to networking.

Conclusion

Mergers and acquisitions are more than just financial or operational transformations - they are deeply human events that reshape the social fabric of organizations. By understanding how men and women navigate these transitions differently, business leaders can create strategies that enhance connectivity, collaboration, and resilience. Ultimately, the key lies in fostering networks that are both expansive and trust-based, empowering employees to weather uncertainty while driving long-term growth.

As Professor Tianyang’s research shows, the dynamics of workplace networks are both complex and powerful. By leveraging these insights, entrepreneurs and mid-market leaders can turn the challenges of M&A into opportunities for innovation and success.

Source: "How Workplace Networks Evolve During Mergers and Acquisitions" - Knowledge at Wharton, YouTube, Mar 3, 2026 - https://www.youtube.com/watch?v=wFwGXwfdWts