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Cultivating post-acquisition employee engagement: the Danaher business system

Cultivating post-acquisition employee engagement: the Danaher business system One of major concerns of serial acquirers is to ensure value creation. However, mergers and acquisitions (M&As) are well known for the key management problems they generate such as change management, cultural clashes and increased managerial turnover. Despite this, M&As also offer opportunities for integrating best practices. This paper aims to demonstrate how Danaher attempts to cultivate employee engagement in companies it has recently acquired.Design/methodology/approachThis paper adopts a single-case approach to show how Danaher implements its in-house method – the Danaher Business System – a management system during the take over and the postacquisition phase.FindingsThe findings from this paper demonstrate best practice management and strategies needed to ensure successful M&As. Almost 40 years after serial acquisitions, Danaher is cited as one of the most successful serial acquirers. Its human approach to takeovers has been a central part of this.Originality/valueThis paper offers a concise and clear outline of the management strategies used by Danaher to ensure successful acquisitions relying on Kaizen and LEAN with a strong focus on the human side. During the takeover and postacquisition integration, Danaher’s human approach would appear to be a key differentiating element. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic HR Review Emerald Publishing

Cultivating post-acquisition employee engagement: the Danaher business system

Strategic HR Review , Volume 22 (5): 5 – Oct 12, 2023

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References (12)

Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
1475-4398
eISSN
1475-4398
DOI
10.1108/shr-06-2023-0035
Publisher site
See Article on Publisher Site

Abstract

One of major concerns of serial acquirers is to ensure value creation. However, mergers and acquisitions (M&As) are well known for the key management problems they generate such as change management, cultural clashes and increased managerial turnover. Despite this, M&As also offer opportunities for integrating best practices. This paper aims to demonstrate how Danaher attempts to cultivate employee engagement in companies it has recently acquired.Design/methodology/approachThis paper adopts a single-case approach to show how Danaher implements its in-house method – the Danaher Business System – a management system during the take over and the postacquisition phase.FindingsThe findings from this paper demonstrate best practice management and strategies needed to ensure successful M&As. Almost 40 years after serial acquisitions, Danaher is cited as one of the most successful serial acquirers. Its human approach to takeovers has been a central part of this.Originality/valueThis paper offers a concise and clear outline of the management strategies used by Danaher to ensure successful acquisitions relying on Kaizen and LEAN with a strong focus on the human side. During the takeover and postacquisition integration, Danaher’s human approach would appear to be a key differentiating element.

Journal

Strategic HR ReviewEmerald Publishing

Published: Oct 12, 2023

Keywords: Change management; Employee engagement; Kaizen; Mergers and acquisitions; Danaher

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