Mergers and Acquisitions

Mergers and Acquisitions

The Human Factor

1st Edition - January 13, 1992

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  • Authors: Sue Cartwright, Cary L. Cooper
  • eBook ISBN: 9781483102795

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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.

Table of Contents

  • 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

    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 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

    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 Marriage

    Part Three Stages of Merger and Acquisition

    7 The Pre-Combination or Courtship Stage


    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 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


Product details

  • No. of pages: 232
  • Language: English
  • Copyright: © Butterworth-Heinemann 1992
  • Published: January 13, 1992
  • Imprint: Butterworth-Heinemann
  • eBook ISBN: 9781483102795

About the Authors

Sue Cartwright

Affiliations and Expertise

Senior Research Fellow in Organizational Psychology, Manchester School of Management, UMIST

Cary L. Cooper

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".

Affiliations and Expertise

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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