Mergers and Acquisitions
The Human Factor
Published on 15. May 2014
232 pages
978-1-4831-0279-5 (ISBN)
Description
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.
More details
Other editions
Additional editions
Book
01/1992
Butterworth-Heinemann
€54.46
Article exhausted; check different version
Persons
Cary Cooper, CBE, is currently Professor Cary Cooper, CBE, is Professor of Organisational Psychology and Health at Lancaster University Management School. He is also President of the British Academy of Management. He is the author of over 80 books (on occupational stress, women at work and industrial and organizational psychology), has written over 300 scholarly articles for academic journals, and is a frequent contributor to national newspapers, TV and radio. He is currently Founding Editor of the Journal of Organizational Behavior, co-Editor of the medical journal Stress Medicine; Co-Editor of the International Journal of Management Review. He is a Fellow of the British Psychological Society, The Royal Society of Arts, The Royal Society of Medicine and the Royal Society of Health. Professor Cooper is the President of the British Academy of Management, is a Companion of the (British) Institute of Management and one of the first UK based Fellows of the (American) Academy of Management (having also won the 1998 Distinguished Service Award for his contribution to management science from the Academy of Management). Professor Cooper is the Editor (jointly with Professor Chris Argyris of Harvard Business School) of the international scholarly Blackwell Encyclopedia of Management (12 volume set). He has been an advisor to the World Health Organisation, ILO, and recently published a major report for the EU's European Foundation for the Improvement of Living and Work Conditions on "Stress Prevention in the Workplace".
Content
1 Introduction: The Importance for Managers to Understand Mergers and AcquisitionsPart One Overview 2 The Merger Phenomenon The Recent Growth in Merger and Acquisition Activity The Merger Climate Merger Motives 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 4 The Merger Process - What Happens to People Transactional Differences Between Mergers and Acquisitions Absolute Truths About Mergers and AcquisitionsPart Two The Effect of Organizational Culture 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 6 The Implications of Cultural Type for Inter-Organizational Combinations Cultural Compatibility The Relationship Between Culture Types The Cultural Dynamics of Organizational Combinations Applying the Cultural Dynamics Model to Traditional Marriages Applying the Cultural Dynamics Model to Collaborative Marriages The Basic Ingredients for a Successful Organizational MarriagePart Three Stages of Merger and Acquisition 7 The Pre-Combination or Courtship Stage Information-Gathering Style of Negotiations Personnel Functions Clarifying Marriage Contract Re-Examining M & A Decisions 8 The Legal Announcement of Marriage Matters of Style and Content 9 The Honeymoon Period - Making the Marriage Work Changing the Cultures Dealing with Other Aspects and Employee Concerns Job Security 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 ForwardAppendix 1 Case Study 1: The Fast Car AcquisitionsAppendix 2 Case Study 2: The Acquisition of Fill-It PackagingAppendix 3 Case Study 3: The Age-Nouvelle MergerAppendix 4 Case Study 4: The Gable-Apex MergerIndex
