Synopsis
Inhaltsangabe:Abstract: There is a wide body of evidence that suggests that the management of ‘human and cultural factors’ in post-M&A implementation is important and, where it is badly managed, helps to explain why up to two thirds of M&A deals are not deemed to be successful. This master dissertation discusses, investigates, and reports on research of essentials which make an integration process in mergers and acquisitions successful. The focus of the project is on the consideration of human resource management and cultural integration concerning the pre as well as post-M&A phase. Indeed, integration starts already in the pre-M&A phase with an intensive human capital and cultural due diligence. Thoroughly selected key employees and a highly skilled communication program might be fundamental keeping on the right track. The discussion about cultural integration includes cultural fit, cultural change and managing across national cultures in mergers and acquisitions. Furthermore, a comparison of international human resource management practices in mergers and acquisitions provides some interesting issues in that field. The factors discussed are based on a wide range of literature corroborated by some empirical findings published by international business consultants and scientists. Ultimately, the absolutely core message of this research is the issue that a comprehensive and sophisticated pre and post-M&A integration management leads to a successful transaction. Inhaltsverzeichnis:Table of Contents: AcknowledgementI AbstractII Table of ContentsIII IllustrationsV List of AppendicesVI 1.Introduction1 2.Research structure4 2.1Aims of research4 2.2Usefulness of the study4 2.3Research objectives5 3.Methodology6 3.1Research methods6 3.2Data collection and analysis7 3.3Propositions8 4.Principles of mergers & acquisitions9 4.1The nature of M&A9 4.1.1Terms9 4.1.2Types10 4.1.3Reasons11 4.1.4Cross-border M&A13 4.2History15 4.3The M&A process18 5.S
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Taschenbuch. Condition: Neu. This item is printed on demand - it takes 3-4 days longer - Neuware -Master's Thesis from the year 2002 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, South Bank University London (International Business), language: English, abstract: Inhaltsangabe:Abstract:There is a wide body of evidence that suggests that the management of human and cultural factors in post-M&A implementation is important and, where it is badly managed, helps to explain why up to two thirds of M&A deals are not deemed to be successful. This master dissertation discusses, investigates, and reports on research of essentials which make an integration process in mergers and acquisitions successful. The focus of the project is on the consideration of human resource management and cultural integration concerning the pre as well as post-M&A phase. Indeed, integration starts already in the pre-M&A phase with an intensive human capital and cultural due diligence. Thoroughly selected key employees and a highly skilled communication program might be fundamental keeping on the right track. The discussion about cultural integration includes cultural fit, cultural change and managing across national cultures in mergers and acquisitions. Furthermore, a comparison of international human resource management practices in mergers and acquisitions provides some interesting issues in that field. The factors discussed are based on a wide range of literature corroborated by some empirical findings published by international business consultants and scientists. Ultimately, the absolutely core message of this research is the issue that a comprehensive and sophisticated pre and post-M&A integration management leads to a successful transaction.Inhaltsverzeichnis:Table of Contents:AcknowledgementIAbstractIITable of ContentsIIIIllustrationsVList of AppendicesVI1.Introduction12.Research structure42.1Aims of research42.2Usefulness of the study42.3Research objectives53.Methodology63.1Research methods63.2Data collection and analysis73.3Propositions84.Principles of mergers & acquisitions94.1The nature of M&A94.1.1Terms94.1.2Types104.1.3Reasons114.1.4Cross-border M&A134.2History154.3The M&A process185.Success factors of mergers & acquisitions225.1Successful in business logic235.2Get the right understanding of the new business235.3Faultless deal management245.4Optimal integration and corporate development256.The integration process before and after the deal closes276.1The Pre-M&A integration phase276.1.1Identifying and planning integration276.1.2Integration starts with due diligence286.1.2.1Human capital due diligence306.1.2.2Cultural due diligence326.2The Post-M&A integration phase386.2.1Integration of functional areas386.2.2Human resource integration management406.2.2.1Selecting key employees406.2.2.2Communication446.2.3Cultural integration486.2.3.1Cultural fit486.2.3.2An effective integration program for cultural change516.2.3.3Managing integration across national cultures566.3International human resource management practices in mergers & acquisitions616.4M&A integration controlling656.4.1Four areas for measure integration656.4.2Methods to measure HR success677.Conclusion71References75Appendices81 128 pp. Englisch. Seller Inventory # 9783838671208
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Taschenbuch. Condition: Neu. This item is printed on demand - Print on Demand Titel. Neuware -Inhaltsangabe:Abstract:There is a wide body of evidence that suggests that the management of human and cultural factors in post-M&A implementation is important and, where it is badly managed, helps to explain why up to two thirds of M&A deals are not deemed to be successful.This master dissertation discusses, investigates, and reports on research of essentials which make an integration process in mergers and acquisitions successful. The focus of the project is on the consideration of human resource management and cultural integration concerning the pre as well as post-M&A phase. Indeed, integration starts already in the pre-M&A phase with an intensive human capital and cultural due diligence. Thoroughly selected key employees and a highly skilled communication program might be fundamental keeping on the right track. The discussion about cultural integration includes cultural fit, cultural change and managing across national cultures in mergers and acquisitions. Furthermore, a comparison of international human resource management practices in mergers and acquisitions provides some interesting issues in that field.The factors discussed are based on a wide range of literature corroborated by some empirical findings published by international business consultants and scientists. Ultimately, the absolutely core message of this research is the issue that a comprehensive and sophisticated pre and post-M&A integration management leads to a successful transaction.Inhaltsverzeichnis:Table of Contents:AcknowledgementIAbstractIITable of ContentsIIIIllustrationsVList of AppendicesVI1.Introduction12.Research structure42.1Aims of research42.2Usefulness of the study42.3Research objectives53.Methodology63.1Research methods63.2Data collection and analysis73.3Propositions84.Principles of mergers & acquisitions94.1The nature of M&A94.1.1Terms94.1.2Types104.1.3Reasons114.1.4Cross-border M&A134.2History154.3The M&A process185.Success factors of mergers & acquisitions225.1Successful in business logic235.2Get the right understanding of the new business235.3Faultless deal management245.4Optimal integration and corporate development256.The integration process before and after the deal closes276.1The Pre-M&A integration phase276.1.1Identifying and planning integration276.1.2Integration starts with due diligence286.1.2.1Human capital due diligence306.1.2.2Cultural due diligence326.2The Post-M&A [¿]Diplomica Verlag, Hermannstal 119k, 22119 Hamburg 128 pp. Englisch. Seller Inventory # 9783838671208
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