The paper presents a state of the art of corporate coping strategies for merger and acquisition (M&A) related stress. After a presentation of models of workplace stress and a discussion of the specific sources of stress in a M&A situation, our analysis shows that the discussion of coping strategies in the managerial literature is only dealing with the effects of M&A stress on individuals. We conclude by highlighting a set of organizational paradoxes to be addressed in M&A stress management.