A framework for the human resources role in managing culture in mergers and acquisitions

Marks, Mitchell Lee; Mirvis, Philip H.

doi:10.1002/hrm.20445

Cited by 89 publications

(87 citation statements)

References 42 publications

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“…Training and development in M&As enhances employee competencies, facilitates adjustment to the new organizational environment, and improves performance 2004). Marks and Mirvis (2011) suggest that in order to ease cultural integration a series of "deep learning interventions" should be provided and that these assist cross-organization dialogue and ease the integration of two previously independent organizations. Based on the above arguments, we suggest the following proposition: Implementation of the practices listed by Buono (2003) such as teamwork, involvement, and empowerment leads to employee integration in the new organization and results in higher levels of commitment and identification.…”

Section: Training and Developmentmentioning

confidence: 99%

The moderating role of transformational leadership on HR practices in M&A integration

Vasilaki

Tarba

Ahammad

et al. 2016

The International Journal of Human Resource Management

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Scant research exists examining the effect of HRM practices on employee behavior in M&A integration and the role that leaders play within this. This paper develops a conceptual framework that focuses on the moderating role of transformational leadership on the achievement of human integration and organizational identification in M&A integration. We argue that communication, employee involvement, teamwork, and training and developme nt have a positive effect on employee behavior and their identification with the newly formed organization. Moreover, we argue that transformational leadership behaviors will moderate the implementation of HRM practices in M&As, leading to positive employee behavior and employee identification in the new organization. We suggest that further research is necessary to test propositions of the present study in order to achieve finer-grained understanding of the role of transformational leadership on the achievement of human integration and organizatio na l identification in M&A integration.

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Section: Training and Developmentmentioning

confidence: 99%

The moderating role of transformational leadership on HR practices in M&A integration

Vasilaki

Tarba

Ahammad

et al. 2016

The International Journal of Human Resource Management

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“…The new culture, combined with the new strategy and structure, should be focused on such objectives as cost-saving, managerial flexibility, and the engagement and loyalty of HR (Marks and Mirvis 2011). According to Lupina-Wegener (2013), while amicable M&A need only five to seven years to ensure that HR feel integrated and identify with the new organization, in the case of a hostile M&A this may take as long as ten years to achieve.…”

Section: Structure Strategy and Culture Evaluationmentioning

confidence: 99%

Successful Human Resources Management Factors in International Mergers and Acquisitions

Rodríguez-Sánchez

Mora-Valentín

Ortiz‐de‐Urbina‐Criado

2018

Administrative Sciences

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Mergers and acquisitions (M&A) have received a great deal of attention in academic literature but the role of human resources management in M&A success is still understudied. Of the three stages identified in a merger and acquisition process (planning, integration and implementation), most research focuses on the planning and integration stages. Thus, the aim of this paper is to analyse the main factors that determine the success of HR management in the implementation stage of an international M&A operation: consolidate leadership; human resource provision and evaluation; structure, strategy and culture evaluation; and control of the merger and acquisition process. With this objective, we developed a case study of a multinational company that operates in the mechanical engineering sector. The results illustrate the main factors, human resource practices, and human resources management and behaviour outcomes undertaken by a multinational company during the M&A implementation stage. The case study allows researchers to learn from professionals and business leaders and presents a roadmap that can be considered to manage HR in the M&A process.

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“…; Nguyen and Kleiner ; Schuler and Jackson ; Schweiger and Goulet ). The actions of leaders are also important for enabling greater cooperation and overcoming cultural differences, requiring leaders who are inclusive, consultative, and demonstrate a willingness to work across group boundaries (Marks and Mirvis ; Nguyen and Kleiner ).…”

Section: Machinery Of Government Changesmentioning

confidence: 99%

Structural Changes to the Public Sector and Cultural Incompatibility: The Consequences of Inadequate Cultural Integration

2017

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Structural changes are commonly undertaken to achieve gains, such as enhanced efficiency and performance. In this paper, we explore the cultural issues associated with a structural change in the Australian Public Service. We argue that cultural differences across merged functions were disruptive and challenging to overcome. We posit, however, that these challenges were exacerbated by the lack of systemic effort to integrate cultures, thus impeding synergy realization. Our findings are consistent with the private sector literature that warns mergers and acquisitions undertaken with too much haste and without adequate planning can lead to cultural issues when not managed appropriately.

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A framework for the human resources role in managing culture in mergers and acquisitions

Cited by 89 publications

References 42 publications

The moderating role of transformational leadership on HR practices in M&A integration

The moderating role of transformational leadership on HR practices in M&A integration

Successful Human Resources Management Factors in International Mergers and Acquisitions

Structural Changes to the Public Sector and Cultural Incompatibility: The Consequences of Inadequate Cultural Integration

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