People tend to have stronger reactions to unexpected news, so news that meets the public’s expectations of a company can go unnoticed. Photo via Getty Images

According to Forbes, the volume of mergers and acquisitions in 2021 was the highest on record, and 2022 has already seen a number of major consolidation attempts. Microsoft’s acquisition of video game company Activision Blizzard was the biggest gaming industry deal in history, according to Reuters. JetBlue recently won the bid over Frontier Airlines to merge with Spirit Airlines. And, perhaps most notably, Elon Musk recently backed out of an attempt to acquire Twitter.

It can be hard to predict how markets will react to such high-profile deals (and, in Elon Musk and Twitter’s case, whether or not the deal will even pan out). But Rice Business Professor Haiyang Li and Professor Emeritus Robert Hoskisson, along with Jing Jin of the University of International Business and Economics in Beijing, have found that companies can take advantage of these deals to buffer the effects of other news.

The researchers looked at 7,575 mergers and acquisitions from 2001 to 2015, with a roughly half-and-half split between positive and negative stock market reactions. They found that when there’s a negative reaction to a deal, companies have two strategies for dealing with it. If it’s a small negative reaction, companies will release positive news announcements in an attempt to soften the blow. But when the reaction is really bad, companies actually tend to announce more negative news afterward. Specifically, companies released 18% less positive news and 52% more negative news after a bad market reaction.

This may seem counterintuitive, but there’s a method to the madness, and it all has to do with managing expectations. If people are lukewarm on a company due to a merger or acquisition, it’s possible to sway public opinion with unrelated good news. When the backlash is severe, though, a little bit of good PR won’t be enough to change people’s minds. In this case, companies release more bad news because it’s one of their best chances to do so without making waves in the future. If people already think poorly of a company due to a recent deal, more bad news isn’t great, but it doesn’t come as a surprise, either. Therefore, it’s easier to ignore.

It might make more sense to just keep quiet if the market reaction to a deal is bad, and this study found that most companies do. However, this only applies when releasing more news would make a mildly bad situation worse. If things are already bad enough that the company can’t recover with good news, it can still make the best out of a bad situation by offloading more bad news when the damage will be minimal. Companies are legally obligated to disclose business-related news or information with shareholders and with the public. If it’s bad news, they like to share it when the public is already upset about a deal, instead of releasing the negative news when there are no other distractions. In this case the additional negative news is likely to get more play in the media when disclosed by itself.

But what happens when people get excited about a merger or acquisition? In these cases, it also depends on how strong the sentiment is. If the public’s reaction is only minimally positive, companies may opt to release more good news in hopes of making the reaction stronger. When the market is already enthusiastic about the deal, though, companies won’t release more positive news. The researchers found that after an especially positive market reaction to a deal, companies indeed released 12% less positive news but 56% more negative news. Also, one could argue that the contrasting negative news makes the good news on the acquisition look even better. This may be important especially if the acquisition is a significant strategic move.

There are several reasons why a company wouldn’t continue to release positive news after a good press day and strong market reaction. First of all, they want to make sure that a rise in market price is attributed to the deal alone, and not any irrelevant news. A positive reaction to a deal also gives companies another opportunity to disclose bad news at a time when it will get less attention. If the bad news does get attention, the chances are better that stakeholders will go easy on them — a little bit of bad press is forgivable when the good news outshines it.

Companies may choose to release no news after a positive reaction to a merger or acquisition, the same way they might opt to stay quiet after backlash. They’re less likely to release positive news when stakeholders are already happy, preferring to save that news for the next time they need it, either to offset a negative reaction or strengthen a weak positive reaction.

Mergers and acquisitions can produce unpredictable market reactions, so it’s important for companies to be prepared for a variety of outcomes. In fact, Jin, Li and Hoskisson found that the steps taken by companies before deals were announced didn’t have much effect on the public’s reaction. They found that it’s more important for companies to make the best out of that reaction, whatever it turns out to be.

The researchers also found that, regardless of whether the market reaction was positive or negative, as long as the reaction was strong, companies could use the opportunity to hide smaller pieces of bad news in the shadow of a headline-making deal. Overall, the magnitude of the reaction mattered more than the type of reaction. People tend to have stronger reactions to unexpected news, though, so companies prefer to release negative news when market expectations are already low.

These findings are relevant beyond merger announcements, of course; they also point to strategies that could be useful in everyday communications. A key takeaway is that negative information is less upsetting when people already expect bad things — or when it comes after much bigger, and much better, news. Bad news is always hard to deliver, but this research gives us a few ways to soften the blow.

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This article originally ran on Rice Business Wisdom and was based on research from Jing Jin, Haiyang Li and Robert Hoskisson.

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CultureMap Emails are Awesome

Houston expert: How leaders can manage divisive topics in the workplace to maintain a unified culture

guest column

Social issues to economic pressures and personal challenges are all stressors businesses must face and navigate. When employees face these obstacles, they can impact their performance. Amid it all, business leaders must adopt proactive strategies to maintain morale, professionalism and productivity.

People bring divisive topics into the workplace. Everyone has a different opinion on today’s news and current events, which can excite some and alienate others. Below are key strategies that employers can implement to manage potential conflicts and foster a positive work environment.

Create clear policies

Tempering controversial topics and cultural discussions is done with clear policies that outline acceptable behaviors. These policies should cover physical and virtual workspaces, specifying topics and content that are appropriate for work. What may seem like neutral items, like photos or trinkets seen on a video call, can sometimes stir controversy if they carry controversial associations.

Policies need to clearly state what is considered controversial cultural discussions and what is acceptable to address in the office or post on social media. Exceptions may be needed for discussions protected under the National Labor Relations Act, such as employees discussing wages. Removing vagueness helps set clear expectations and avoid misunderstandings.

It’s critical for leadership to follow the policies they developed. By their own actions, leadership can show the importance of staying neutral and professional at work. This sets a standard others can follow, resulting in a more focused and cohesive workplace. Conversely, if leaders openly discuss hot topics, employees may feel encouraged to do the same, creating undue tension among team members.

Remember clients and customers

Clients and customers likely have different opinions than your business leaders. Avoiding divisive topics and discussions helps bolster good working relationships with clients and customers who most certainly have a wide range of cultural views.

Everyone within the company, from the top down, should focus on the company's core mission. This laser focus will help maintain client relationships.

Strengthen mission and values

Most things today can become politicized, so it can be beneficial to take a close look at the company’s mission statement and values. It’s important to ensure these statements continue to reflect the company’s commitment to positive contributions for the broader community, clients, and employees. No matter the size of the company, the mission and values should provide a unifying purpose that can help buffer the workplace from tensions.

In today’s complex cultural landscape, it is important to create a culture of respect, neutrality, and complete focus on the company’s mission.

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Jill Chapman is a director of early talent programs with Insperity, a leading provider of human resources and business performance solutions.

FDA greenlights Houston surgery robotics company's unique technology

headed to clinical trials

A Houston surgical robotics company has gotten a Investigational Device Exemption from the FDA to go forward with human trials.

This news allows EndoQuest Robotics to begin its Prospective Assessment of a Robotic-Assisted Device in Gastrointestinal Medicine (PARADIGM) study, which will be conducted at leading United States health care facilities, including Brigham and Women’s Hospital (Boston), Mayo Clinic (Scottsdale), Cleveland Clinic (Cleveland), AdventHealth (Orlando), and HCA Healthcare (Houston). The study will include surgeries on 50 subjects, who will hopefully begin to enroll in January.

“The foundational thesis is we're trying to make sure that the world's largest medical center is also the world's largest med tech innovation center,” Eduardo Fonseca, interim CEO of EndoQuest Robotics, tells InnovationMap.

His company is well on its way to helping to assure that, through making history of its own. EndoQuest is behind the world's first Flexible Robotic Surgical System, a technology that may one day transform surgery as we know it.

The idea to use these novel robots for surgery came from Dr. Todd Wilson, a surgeon at UTHealth Houston, who spent his medical education, residency, and fellowship at the institution.

“I had really focused in my practice on trying to do everything possible to improve outcomes for patients,” Wilson explains. “And there seemed to be a pretty good correlation that the smaller the incisions or the fewer incisions, the better patients would do.”

The stumbling block? The necessary small incisions are difficult for human surgeons to make with current technology. But UTHealth was part of the solution.

“Right there in the University of Texas was a microsurgical lab where they were focusing on trying to develop robotics, but the application was still a little bit fuzzy,” Wilson says.

Using their innovations to solve Wilson’s problem turned out to be the start of the company now known as EndoQuest Robotics.

The first indication for the system is for colon lesions. But in the future it could be used for practically any minimally invasive surgery (MIS). That means that the robots could help to perform anything from a tonsillectomy to cholecystectomy (gallbladder removal) to non-invasive colorectal procedures, should those lesions prove to be cancerous.

According to Fonseca, last year was the first on record that there were more MIS, including laparoscopic and robotic surgeries, than conventional ones in the U.S. The time is right to forge ahead with the flexible robotic surgical system. Days ago, the EndoQuest team announced that its Investigational Device Exemption (IDE) application for its pivotal colorectal clinical study was approved by the FDA.

“Our end point is a device that can be mass-manufactured and very safe for patients and has a short learning curve, so therefore, we intend to learn a lot during these trials that will inform our ultimate design,” says Fonseca.

He adds that it’s a “brilliant” group of engineers that has set EndQuest apart, including both teams in Houston and in South Korea.

“We can move twice as fast as anyone else,” jokes engineer Jiwon Choi.

Despite the extra brain power provided by the South Korea engineers, Fonseca says that EndoQuest’s beginnings are “as much of a Houston story as you could find.”

Founder bets on Houston to grow innovative corrosion detection technology

HOUSTON INNOVATORS PODCAST EPISODE 265

Despite having success in taking his technology from lab to commercialization, Anwar Sadek made the strategic decision to move his company, Corrolytics, from where it was founded in Ohio to Houston.

"Houston is the energy capital of the world. For the technology we are developing, it is the most strategic move for us to be in this ecosystem and in this city where all the energy companies are, where all the investors in the energy space are — and things are moving really fast in Houston in terms of energy transition and developing the current infrastructure," Sadek, co-founder and CEO of Corrolytics, says on the Houston Innovators Podcast.

And as big as a move as it was, it was worth it, Sadek says.

"It's been only a year that we've been here, but we've made the most developments, the most outreach to clients in this one last year."



The technology Sadek and his team have created is a tool to detect microbial corrosion — a major problem for industrial businesses, especially within the energy sector. Sadek describes the product as being similar to a testing hit a patient would use at home or in a clinic setting to decipher their current ailments.

Users of the Corrolytics test kit can input their pipeline sample in the field and receive results via Corrolytics software platform.

"This technology, most importantly, is noninvasive. It does not have to be installed into any pipelines or assets that the company currently has," Sadek explains. "To actually use it, you don't have to introduce new techniques or new processes in the current operations. It's a stand-alone, portable device."

Corrolytics approach is to help revolutionize and digitize microbial corrosion detection — both to improves efficiency and operational cost for industrial companies, but also to move the needle on a cleaner future for the energy industry.

"We are having an energy transition — that is a given. As we are bringing new energy, there will be growth of infrastructure to them. Every single path for the energy transition, corrosion will play a primary role as well," Sadek says.

Corrolytics hopes to work with new energies from the beginning to used the data they've collected to prevent corrosion in new facilities. However, the company's technology is already making an impact.

"Every year, there is about 1.2 gigaton of carbon footprint a year that is released into the environment that is associated with replacing corroded steel in general industries," Sadek says. "With Corrolytics, (industrial companies) have the ability to extend the life of their current infrastructure."

Sadek says his move to Houston has already paid off, and he cites one of the company's big wins was at the 2024 Houston Innovation Awards, where Corrolytics won two awards.