This fictionalized account of a rocky merger between two family services-related nonprofit organizations elicits sound advice from three experts on the best direction for the future.
Mergers and acquisitions often don't result in positive organizational change. In this current issues paper, the Dean of Science and Health from the Saskatchewan Institute of Applied Technology discusses the four stages of the M & A process, human resource management issues such as retention, and essential cultural considerations for a successful merger.
This study of the strategies of 44 Canadian companies with active merger and acquisition programs provides clear understanding of common “people problems” related to failed mergers.
Research has revealed that often, mergers mean high failure rates, sinking profits and negative human resources impacts. This study identifies success factors and provides advice for managers for navigating a merger successfully.
This examination of the merger of two beer companies provides insights about the human impact of mergers, as well as merger principles for HR professionals.
