Tag Archives for " Mergers and acquisitions "
In this Month’s Oxford Review: Does being clear about your own emotions help you to have greater empathy? Why talent management and industrial–organisational (I-O) psychology has a big problem Lean is harder to implement and the results worse than people usually expect at first What does engagement really mean? The impact of organisational values and […]Read more
Organisational culture and history – a method of understanding mergers and acquisitions Keywords: organisational culture, research methods, history, oral histories, uncertainty, mergers and acquisitions Over the last 10-15 years the importance of understanding the organisational culture of merging organisations has come to the fore. Many failed mergers and acquisitions have been put down to cultural […]Read more
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 […]Read more
Mergers and acquisitions are often seen as a desirable method of growing a business. However, many mergers and acquisitions fail to meet their desired outcomes and have in a number of cases resulted in disastrous consequences for the organisations concerned. As organisations grow and become more complex, mergers and acquisitions also become trickier to navigate. […]Read more
An interesting paper has just been published looking at the role culture change plays in mergers and acquisitions. The researchers estimate that approximately 30% of all mergers and acquisitions that fail to meet their objectives and outcomes, do so because of a clash of organisational cultures within the new merged organisation. The paper proposes seven […]Read more
A longitudinal study just published in the British Journal of Management looked at how a ‘radical’ internet company was absorbed culturally into a ‘bureaucratic’ telecommunications business in The Netherlands. That the process took 12 years to complete at a cultural level shows just how hard it is to absorb a smaller organisation with a completely […]Read more