Taylor, Gary
October 2007
People Management;10/4/2007, Vol. 13 Issue 20, p44
The article discusses the importance of mergers and acquisitions in providing ideal opportunity for human resource to get recognized. There is no better example of the potential for a strategic contribution from HR than in the area of mergers and acquisitions. During due diligence it is essential for HR to assess culture and retention issues alongside the work being done by finance and legal colleagues.


Related Articles

  • Minimizing mutiny. Breidenbach, Susan // Network World;06/05/2000, Vol. 17 Issue 23, p83 

    Provides tips for keeping staff from leaving when a firm is part of a merger or acquisition. Retention bonuses; Importance of individual employees as basis for bonuses; Transition period; Selection of key members of the transition team; Clear constant communication; Employee attitudes about the...

  • Stemming Postmerger Defections To Preserve the Value of a Deal. Shearer, Brent // Mergers & Acquisitions: The Dealermaker's Journal;Mar2001, Vol. 36 Issue 3, p6 

    Discusses what can be done by corporations to stem post-merger defections in order to preserve the value of a merger deal. Highlight of the problem by the departures of major revenue-generators, customer liaisons and technical innovators; Ways that corporations can advance the people side of...

  • A Model of the Influence of Culture on Integration Approaches and International Mergers and Acquisitions Performance. Weber, Yaakov; Tarba, Shlomo Y.; Reichel, Arie // International Studies of Management & Organization;Fall2011, Vol. 41 Issue 3, p9 

    An extensive body of literature has suggested that the influence of culture on the postmerger integration process and mergers and acquisitions (M&A) performance is critical. However, the results of empirical studies are contradictory and confusing. In fact, the combined effects of corporate...

  • appendices.  // Mergers & Acquisitions -- Confronting the Organisation & People ;7/22/1997, p58 

    The article presents an outline of the important components for planning merger and acquisition. Several questions that need to be answered concerning the strategy behind the deal such as key competitive advantage of the business involved, its strength and weaknesses, and the track record of the...

  • You Got the Merger Done ... Now What? Hughes, Alan // Black Enterprise;Apr/May2013, Vol. 43 Issue 8, p12 

    The article discusses things small businesses should consider when looking to acquire or merge. Small businesses are advised to ask if the merger is a good strategic fit and to avoid a culture clash by getting human resources policies rationalized. They are urged to have realistic...

  • Postacquisition Management and Performance of Cross-Border Acquisitions. Ahammad, Mohammad F.; Glaister, Keith W. // International Studies of Management & Organization;Fall2011, Vol. 41 Issue 3, p59 

    This study investigates the impact of the postacquisition management process on the performance of cross-border acquisitions (CBAs) using data from a sample of CBAs made by U.K. firms. We find that knowledge transfer to and from the acquired firm is a significant positive determinant of CBA...

  • Tailored HR Strategies Drive Performance. Yocum, Shari; Lee, Niki // Mergers & Acquisitions: The Dealermaker's Journal;Mar2013, Vol. 48 Issue 3, p42 

    The article focuses on the role of human resource (HR) in mergers and acquisitions (M&A) deals in the technology industry. It states that retaining people and productive integrations are important especially in the industry as firms are acquired for their employees' talent. Judy Blegen, vice...

  • CEO Shares 8 Goals To Focus On In Strategic Planning. Wirz, Henry // Credit Union Journal;9/7/2009, Vol. 13 Issue 36, p10 

    The author offers tips for credit unions in the U.S. when crafting strategic plans for fiscal 2010. He mentions the importance for credit unions to choose the right personnel, engage in mergers and acquisitions, and to build a learning culture. The author also highlights the benefits offered by...

  • OPTIMIZING R&D STAFF INTEGRATION. Merrifield, Tim // Research Technology Management;Jul/Aug2006, Vol. 49 Issue 4, p11 

    Explains that planning for human resource integration before an acquisition can help companies avoid the typical roadblocks to achieving the most basic goals of integrating two organizations. Planning has several key areas that demand attention from program managers; Rapid transition of due...


Read the Article


Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics