Overview

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. Stanford Business Books, an imprint of Stanford University Press.

Full Product Details

9780804746618

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Reviews

As someone who has studied M&A for over 20 years and who has advised on over 100 corporate combinations, I am impressed with the comprehensiveness of this collection. It reflects contemporary thinking and action on the factors that matter most in eventual merger and acquisition success--the human and cultural dynamics. And, it also poses ideas for the next wave of research and interventions in making mergers and acquisitions work. Researchers, executives, and consultants all will find value in this volume of well written and intelligently structured contributions. It is particularly helpful for those engaged in or studying international combinations. --Mitchell Lee Marks, Ph.D., President, JoiningForces.org, Author, Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions and Alliances

[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 As someone who has studied M&A for over 20 years and who has advised on over 100 corporate combinations, I am impressed with the comprehensiveness of this collection. It reflects contemporary thinking and action on the factors that matter most in eventual merger and acquisition success-the human and cultural dynamics. And, it also poses ideas for the next wave of research and interventions in making mergers and acquisitions work. Researchers, executives, and consultants all will find value in this volume of well written and intelligently structured contributions. It is particularly helpful for those engaged in or studying international combinations. -Mitchell Lee Marks, Ph.D., President, JoiningForces.org, Author, Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions and Alliances

Author Information

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.

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