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1 online resource (225 pages) : illustrations
Mergers and Acquisitions: The Human Factor focuses on the influence of human factor in the realization of mergers and acquisitions. The book first tackles the importance for managers to understand mergers and acquisitions, merger phenomenon, and the impact of mergers and acquisitions on organizational performance. Discussions focus on traditional approaches to merger and merger failure, assessing merger gains, growth in merger and acquisition activity, and merger motives. The text then elaborates on the effect of merger process to employees and organizational culture and its assessment. Topics include organizational culture and the individual, how to assess organizational culture, types and origins of organizational culture, transactional differences between mergers and acquisitions, and absolute truths about mergers and acquisitions. The manuscript examines the implications of cultural type for inter-organizational combinations, including cultural compatibility, cultural dynamics of organizational combinations, and the application of the cultural dynamics model to collaborative and organizational marriages. The text is a dependable source of data for researchers interested in the factors involved in mergers and acquisitions.
Front Cover; Mergers and Acquisitions: The Human Factor; Copyright Page; Table of Contents; Chapter 1. Introduction: the importance for managers to understand mergers and acquisitions; Part One: Overview; Chapter 2. The merger phenomenon; The recent growth in merger and acquisition activity; The merger climate; Merger motives; Chapter 3. The impact of mergers and acquisitions on organizational performance; Assessing merger gains; Traditional approaches to merger and merger failure; The inadequacies of the rational-economic model; Chapter 4. The merger process -- what happens to people
Transactional differences between mergers and acquisitionsAbsolute truths about mergers and acquisitions; Part Two: The Effect of Organizational Culture; Chapter 5. Organizational culture and its assessment; The origins of organizational culture; What exactly is organizational culture?; Organizational culture and the individual; Types of organizational culture; How to assess organizational culture; Chapter 6. The implications of cultural type for inter-organizational combinations; Cultural compatibility; The relationship between culture types
The cultural dynamics of organizational combinationsApplying the cultural dynamics model to traditional marriages; Applying the cultural dynamics model to collaborative marriages; The basic ingredients for a successful organizational marriage; Part Three: Stages of Merger and Acquisition; Chapter 7. The pre-combination or courtship stage; Information-gathering; Style of negotiations; Personnel functions; Clarifying marriage contract; Re-examining M & A decisions; Chapter 8. The legal announcement of marriage; Matters of style and content
Chapter 9. The honeymoon period -- making the marriage workChanging the cultures; Dealing with other aspects and employee concerns; Job security; Chapter 10. Establishing marital allegiance -- monitoring the success of the marriage; Continuing to keep in touch; Recognizing the warning signs; A successful acquisition integration programme; The way forward; Appendix 1: Case Study 1: the Fast Car acquisitions; Appendix 2: Case Study 2: the acquisition of Fill-it Packaging; Appendix 3: Case Study 3: the Age-Nouvelle merger; Appendix 4: Case Study 4: the Gable-Apex merger; Index
Includes bibliographical references and index.
Consolidation and merger of corporations
Oxford ; Boston : Butterworth Heinemann, 1992