How merger and acquisition strategies influence post-merger integration outcomes

Research Briefing

Keywords: mergers and acquisitions, M&A, post-merger integration, human resource management, strategy, HRM

Mergers and acquisitions (M&As) are ubiquitous. Companies and organisations use mergers and acquisitions to accelerate their growth, acquire valuable assets, capabilities and resources, achieve a competitive advantage or even reduce or eliminate competition.

Despite this, all indications are that many merger and acquisition strategies fail to meet their intended objectives and outcomes. Many previous studies have identified that whilst there are a diverse number of factors which seem to contribute to the failure of M&A’s ability to meet their objectives, a significant portion of failures or poor performance are due to the intricate nature of post-merger integration or PMI. One of the post-merger integration factors that has been identified as presenting a significant challenge with M&As and the one which presents probably the largest risk is merging the people, their cultures, working practices, thinking and other issues, which are essentially all to do with the personnel and Human Resource Management (HRM).

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Sofronio Jadulco

Sophie is a core member of the Oxford Review. She started working with us in 2017 and hands a diverse range of really important jobs from social media to marketing and customer support. Sophie is the efficient member of the team, making sure all those background tasks get done just right. Without her, almost none of what happens in the background would get done.