Anatomy of a Merger Essay examples

10343 Words Apr 3rd, 2015 42 Pages
Anatomy of a merger: behavior of organizational factors and processes throughout the pre- duringpost-stages (part 1)
Steven H. Appelbaum Concordia University, Montreal, Quebec, Canada Joy Gandell Concordia University, Montreal, Quebec, Canada Harry Yortis Hydro-Quebec, Montreal, Quebec, Canada Shay Proper Montreal Stock Exchange, Montreal, Quebec, Canada Francois Jobin Kruger, Inc., Trois-Rivie Âres, Quebec, Canada
Keywords
Mergers and acquisitions, Organizational behaviour, Process efficiency, Managers

Introduction
Since the late 1980s, the total number of mergers and acquisitions (M&As) has far surpassed the number that occurred throughout the 1960s. Whereas the M&As throughout the 1960s were mainly due to unions between
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Therefore, although M&As are usually extremely well planned out in terms of financial and legal aspects, the conclusion that has to be drawn is that these poor results have come to be attributed to poor human
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The multiple organizational factors impacting on a merger as well as those processes being impacted on throughout the merger process will be examined. First, the issue of constant and lucid communication and its importance throughout the merger and acquisition (M&A) process will be addressed. Second, an examination of the current corporate culture and its effects on employees when two companies merge is analyzed, while illuminating the realities of the new culture. An exploration of change in general is examined, as well as the reaction of employees (resistance) to these changes. Next, the article addresses the critical issue of stress, which is an M&A outcome within the new and uncertain environment. The article concludes with the process of managing and strategy throughout the phases. Furthermore, the five major sections (communications, corporate culture, change, stress, and managing/strategy) are sub-divided into three sub-sections: pre-merger; during the merger; postmerger.

Abstract

resource planning. Consequently, for sustained competitive advantage to be achieved, it is imperative that the M&A be implemented from a financially and

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