Engagement in M&A deals: a best practice guide
Purpose – The aim of this paper is to explore the various practices in achieving successful cultural integration in the merger and acquisition (M&A) activity of global organizations, with a focus on factors enhancing employee engagement, viewed as a fundamental aspect of deal value and long‐term business results. Design/methodology/approach – The paper is based on interviews with human resource (HR) leadership, isolating best practices consistent with successful integration within the organizations. Findings – The interviews and Mercer research helped to codify four core elements of an approach to M&A cultural integration, including employee engagement factors that were highly consistent and reinforced in the various examples. Practical implications – Organizations that embrace this consistent approach – or variations thereof – to cultural integration in their M&A activity will improve the probability for success in creating sustainable value in the merged organizations. Originality/value – The paper provides useful information on how to achieve cultural integration in M&A activity with sustainable value in the merged organizations.
Year of publication: |
2011
|
---|---|
Authors: | Baynham, Peter |
Published in: |
Strategic HR Review. - Emerald Group Publishing Limited, ISSN 1758-8537, ZDB-ID 2094427-5. - Vol. 10.2011, 3, p. 12-18
|
Publisher: |
Emerald Group Publishing Limited |
Subject: | Employee involvement | Acquisitions and mergers | Globalization | Organizational culture | Integration |
Saved in:
Online Resource
Saved in favorites
Similar items by subject
-
Opposing positions in M&A research: culture, integration and performance
Dauber, Daniel, (2012)
-
Müller, Martina, (2007)
-
Müller, Martina, (2007)
- More ...