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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