Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Thinking about people in mergers and acquisitions processes

Thinking about people in mergers and acquisitions processes PurposeThe purpose of this paper is to propose a human resource management model for the integration stage of mergers and acquisitions (M/A) process with four key factors: leadership and integration team; change and restructuring process; human resources (HR) resistance; valuable HR retention.Design/methodology/approachThe authors analyze a case study of a multinational company that operates in the mechanical engineering sector.FindingsThe results show the special importance of human resource management in the success of the merger and acquisition process. And, the main actions implemented in HR contributing to the success of this process are identified.Research limitations/implicationsSubsequent investigations could conduct similar analyses for the planning and implementation stages of the merger and acquisition process, with the objective of presenting a complete HR management model in merger and acquisition processes.Practical implicationsThe case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes.Originality/valueThe main contribution of this study has been to observe how HR are managed in the integration stage of M/A. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Manpower Emerald Publishing

Thinking about people in mergers and acquisitions processes

Download PDF
15 pages

Loading next page...
 
/lp/emerald-publishing/thinking-about-people-in-mergers-and-acquisitions-processes-alOrYtm5ZY
Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0143-7720
DOI
10.1108/IJM-05-2018-0143
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this paper is to propose a human resource management model for the integration stage of mergers and acquisitions (M/A) process with four key factors: leadership and integration team; change and restructuring process; human resources (HR) resistance; valuable HR retention.Design/methodology/approachThe authors analyze a case study of a multinational company that operates in the mechanical engineering sector.FindingsThe results show the special importance of human resource management in the success of the merger and acquisition process. And, the main actions implemented in HR contributing to the success of this process are identified.Research limitations/implicationsSubsequent investigations could conduct similar analyses for the planning and implementation stages of the merger and acquisition process, with the objective of presenting a complete HR management model in merger and acquisition processes.Practical implicationsThe case study allows researchers to learn from professionals and business leaders while also offering a theoretical model that can help managers make decisions and improve the management of these processes.Originality/valueThe main contribution of this study has been to observe how HR are managed in the integration stage of M/A.

Journal

International Journal of Manpower – Emerald Publishing

Published: Jul 1, 2019

References

  • The role of human resource management in cross-border mergers and acquisitions