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Mergers and Acquisitions: Managing Culture and Human Resources (Stanford Business Books (Hardcover))
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About Mergers And Acquisitions: Managing Culture And
Review "[T]he book makes an informed contribution to our seemingly never-ending quest to find the holy grail of M&A..." -- Administrative Science Quarterly Product Description In mergers and acquisitions (M&A), special emphasis is usually placed on the strategic and financial goals of the deal, while the psychological, cultural, and human resource implications do not receive as much attention. This book examines the dynamics of the sociocultural processes inherent in M&A and “fleshes out” their implications for postmerger integration management. The book’s contributors come from a variety of subdisciplines within the field of management, and thus provide new insights into the managerial, social, and cultural processes inherent in M&A. Executives with extensive experience managing M&A have offered commentaries at the end of the chapters, providing “real-world” perspective to empirical and theoretical insights. From the Inside Flap In mergers and acquisitions (M&A), special emphasis is usually placed on the strategic and financial goals of the deal, while the psychological, cultural, and human resource implications do not receive as much attention. This book examines the dynamics of the sociocultural processes inherent in M&A and “fleshes out” their implications for postmerger integration management.The book’s contributors come from a variety of subdisciplines within the field of management, and thus provide new insights into the managerial, social, and cultural processes inherent in M&A. Executives with extensive experience managing M&A have offered commentaries at the end of the chapters, providing “real-world” perspective to empirical and theoretical insights. From the Back Cover “[T]he book makes an informed contribution to our seemingly never-ending quest to find the holy grail of M&A...”—Administrative Science Quarterly“Most mergers and acquisitions fail to deliver on their promise, and the reason—more often than not—comes down to problems of a lack of integration and cultural fit. This book provides a wealth of insights into the human side of the integration process: where it goes wrong, and what firms can do to manage it better.” —Julian Birkinshaw, London Business School About the Author Günter K. Stahl is Assistant Professor of Organizational Behavior at INSEAD (Fontainebleau and Singapore). Mark E. Mendenhall holds the J. Burton Frierson Chair of Excellence in Business Leadership at the University of Tennessee, Chattanooga.
