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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.
1 Introduction: The Importance for Managers to Understand Mergers and Acquisitions
Part One Overview
2 The Merger Phenomenon
The Recent Growth in Merger and Acquisition Activity
The Merger Climate
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 Acquisitions
Part 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
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 Marriage
Part Three Stages of Merger and Acquisition
7 The Pre-Combination or Courtship Stage
Style of Negotiations
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
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 Forward
Appendix 1 Case Study 1: The Fast Car Acquisitions
Appendix 2 Case Study 2: The Acquisition of Fill-It Packaging
Appendix 3 Case Study 3: The Age-Nouvelle Merger
Appendix 4 Case Study 4: The Gable-Apex Merger
- No. of pages:
- © Butterworth-Heinemann 1992
- 13th January 1992
- eBook ISBN:
Senior Research Fellow in Organizational Psychology, Manchester School of Management, UMIST
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".
Professor of Organizational Psychology, Lancaster University, UK; Fellow of the British Psychological Society and the British Academy of Management. Lancaster University, UK
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