HR Issues and activities in Merges and acquisitions
By: SCHULER, Randall
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Contributor(s): JACKSON, Susan.
Material type: 
ArticlePublisher: 2001Subject(s): Mergers | Human Resource Issues | Strategic AlliancesEuropean Management Journal 19, 3, p. 239-253Abstract: Mergers and acqusitions are increasingly being used by firms to strongthen and maintain their position in the market place. They are seen by many as a relatively fast and efficient way to expand into new markets and incorporate new technologies. Yet their success is by no means assured. To the contraty, a majority fall short of their stated goals and objectives. While some failure can be explained by financial and market factors, a substantial number can be traced to neglected human reesource issues and activities. Numerous studies confirm the need for firms to systematically address a variety of human resource issues and activities in their merger and acquisition activities. This article proposes a three-stage model of mergers and acquisitions that systematically identifies several human resource issues and activities. Numerous example are offered to illustrate the issues and activities in each of the three stafes. The article concludes with a description of the role and importance of the HR department and leader
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Mergers and acqusitions are increasingly being used by firms to strongthen and maintain their position in the market place. They are seen by many as a relatively fast and efficient way to expand into new markets and incorporate new technologies. Yet their success is by no means assured. To the contraty, a majority fall short of their stated goals and objectives. While some failure can be explained by financial and market factors, a substantial number can be traced to neglected human reesource issues and activities. Numerous studies confirm the need for firms to systematically address a variety of human resource issues and activities in their merger and acquisition activities. This article proposes a three-stage model of mergers and acquisitions that systematically identifies several human resource issues and activities. Numerous example are offered to illustrate the issues and activities in each of the three stafes. The article concludes with a description of the role and importance of the HR department and leader
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