Managing HRM risk in a merger

Bryson, Jane

doi:10.1108/01425450310453490

Cited by 30 publications

(47 citation statements)

References 25 publications

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“…Job security, procedural fairness and communication, culture, education, personality differences are some key factors of workforce stability (Umiker 1999;Bryson 2003). Workforce stability provides an indication of an organization's competitive edge and potential for survival (Herman 1999;Umiker 1999).…”

Section: Workforce Stabilitymentioning

confidence: 99%

Perceptions of Human Capital Measures: From Corporate Executives and Investors

2009

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Purpose This study compared the perceptions of executives and investors in terms of the importance to disclose human capital measures and their knowledge of those measures. Design/methodology/approach Forty-nine senior-level executives (41 % response rate) from service-oriented, public-listed companies in Australia and 33 investors (47% response rate) from various fund management companies responded to our survey. Findings The investors indicated the importance to disclose certain human capital measures more than the executives. The executives appeared to show a better understanding than the investors on indicators such as staff satisfaction index, staff capacity, motivational index, workforce stability, and workforce competence profile. Implications To date, researchers have explored human capital from a piecemeal perspective. A more integrated and multifaceted measure of human capital has the potential to benefit fund managers and executives. (full-time, contract, or temporary), staff turnover, average years of experience, and average age of management and operational staff would shed some light on investment decisions for fund managers. Executives could utilize the measures to reflect on an assortment of human capital issues that are relevant to their organizations and stakeholders, especially the investment community. Originality/value This study proposed a more inclusive measure of human capital by integrating traditional measures of human capital and non-accounting measures (e.g., educational level, experience, and motivation). A comparison of the perspectives of executives and investors revealed preferences for certain information, which can help to improve the perception of transparency and accountability.

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Section: Workforce Stabilitymentioning

confidence: 99%

Perceptions of Human Capital Measures: From Corporate Executives and Investors

2009

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“…Of course, human resources-the people as well as their knowledge and skills-are also included in this bundle of resources (Lin, Hung, & Li, 2006). In the case of human resource accumulation, management focus on associated risks is essential (Bryson, 2003) and is critical to procurement success. One influential measure of success is the ability of management to positively distribute and integrate organizational knowledge among the employees.…”

Section: Unending Pressure For Business Growthmentioning

confidence: 99%

“…Naturally, these assets are supplemented by precious skills and knowledge at the individual, group and organizational level (Lin, 2006). Ordinarily, management focus on these human resource assets and any intrinsic liabilities is vital to the outcome (Bryson, 2003), both near-and long-term. One approach to manage this task is to concentrate on the information diffusion throughout the new organization.…”

Section: Post-merger Dynamics: Little Understoodmentioning

confidence: 99%

“…While market growth is often the primary objective or a raison d'être of a corporate merger, the deals frequently are a manifestation of an organizational strategy in which the merger is actuality an accumulation of additional human resources, i.e., the various skills and knowledge, of another organization (Lin, Hung, & Li, 2006). In mergers with this human-asset accumulation as the driver for the combination, management focus on the human resource management (HRM) risk is essential (Bryson, 2003) and is critical to merger success. One influential measure of success is the ability of management to successfully integrate the knowledge-base among the employees.…”

Section: Introductionmentioning

confidence: 99%

“…These human assets are naturally accompanied by sought-after skills and knowledge at the individual, group and organizational level (Lin, 2006). Ordinarily, a management focus on these human resource assets and any intrinsic liabilities is vital (Bryson, 2003).…”

Section: Introductionmentioning

confidence: 99%

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A Behavioral Theory of the Merger: Dynamics of the Post-Merger Integration Process

Frantz¹

2014

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Numerous organizational mergers fail because the post-merger integration process fails: this research responds by investigating the concealed relationship of the known, premerger organizational characteristics, on the unknown, post-merger consequences. Various structural and behavioral characteristics of the merging organizations are studied to measure their association with two decisive outcomes: the integration of the distinctive cultures and the combined organization's performance. Considered are varied antecedent organizational characteristics, which are believed to have an unknown effect on the organizational communication and learning process, and therefore have impact-also to some unknown degree-on post-merger outcomes. This study employs computational organization theory (COT) techniques, such as agent-based modeling and computer simulation, to experimentally manipulate these organizational characteristics in a series of controlled experiments -all conducted within a virtual laboratory. Precise quantitative linear models, derived from the simulated data, are constructed that involve characteristics, such as: (a) organization-and team-level complexity, (b) individuals' predisposition for seeking and sharing information, (c) individual's task focus, (d) the structure of work teams, (e) task-specialization of the workforce, and (f) the level of infrastructure support provided by the organization. This study is comprised of three distinct sub-studies that each report on separate, though closely related, experiments, which are then combined and integrated into a unifying and comprehensive Behavioral Theory of the Merger. Broadly, the studies find and the theory puts forth that there is a higher consequence arising from pre-existing structural characteristics, over those that are cultural. Results also support the common expectation that organizational complexity is a powerfully influential characteristic on integration and performance; there is clear evidence that of the numerous characteristics studied, complexity is the most predominate pre-existing feature associated with the organization's performance and cultural integration-note that it is correlated negatively. The extent to which the organization provides infrastructure support is also quite pronounced; as expected, it has a positive correlation with both of the post-merger outcomes. Counterintuitively, individuals' willingness to share information has little association with the performance and integration of the organization. Many more meticulous findings of this sort are reported and analyzed, leading to a cohesive "A Behavioral Theory of the Merger", which is thus formally put forth. An adjunct of this study is the development of a comprehensive, computational model of post-merger integration dynamics. This mathematical model, and the contemporary methods utilized in this research, paves a way for scholars to study integration dynamics at granularity impractical using traditional organization-research methods. Furthermore, the findings pro...

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Interaction effects of globalization and institutional forces on international HRM practice: Illuminating the convergence‐divergence debate

Paik

Chow

Vance

2011

Thunderbird Intl Bus Rev

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In the face of globalization, scholars continue to debate about whether a convergence in human resources practices will prevail, or a trend of divergence perspective will persist. Building on institution theory, this article helps to explicate this debate by examining how globalization may interact with different dimensions of local institutional forces to lead to convergence, divergence, or crossvergence Published online in Wiley Online Library (wileyonlinelibrary.com)

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Managing HRM risk in a merger

Cited by 30 publications

References 25 publications

Perceptions of Human Capital Measures: From Corporate Executives and Investors

Perceptions of Human Capital Measures: From Corporate Executives and Investors

A Behavioral Theory of the Merger: Dynamics of the Post-Merger Integration Process

Interaction effects of globalization and institutional forces on international HRM practice: Illuminating the convergence‐divergence debate

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