HR’s role in mergers and acquisitions

Lindquist, Karen A.

doi:10.1108/14754390780000957

Cited by 6 publications

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“…Irrespective of the level of fit between a firm's HR strategy and its business strategy, it is widely accepted (Buono and Bowditch 1989;Salama et al 2003) that the role of HR is critical throughout the M&A process, right from the due-diligence to the post integration stages. Unfortunately, many organizations involve HR only at the integration stage, often leading to wrong partner selection, which results in a number of irresolvable differences like culture clash (Lindquist 2007). Further, three critical issues have to be dealt with by the HR teams of both involved companies, that is, blending the culture, ensuring the free flow of communication, and involving employees in the change process, which can aid in achieving the synergies expected from the M&A.…”

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confidence: 99%

The Role of HR in Cross‐Border Mergers and Acquisitions: The Case of Indian Pharmaceutical Firms

Budhwar

Varma

Katou

2009

Multinational Business Review

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Mergers and acquisitions (M&) are increasingly becoming a strategy of choice for companies attempting to achieve and sustain competitive advantage. However, not all M&As are a success. In this paper, we examine the three main reasons highlighted in the literature as major causes of M&A failure (clashing corporate cultures, absence of clear communication, and employee involvement) in three Indian pharmaceutical companies, and we analyze the role played by the HR function in addressing them. Also, we discuss the importance of gaining the commitment and focus of the workforce during the acquisition process through employee involvement.

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Section: Introductionmentioning

confidence: 99%

The Role of HR in Cross‐Border Mergers and Acquisitions: The Case of Indian Pharmaceutical Firms

Budhwar

Varma

Katou

2009

Multinational Business Review

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“…There is a definite link between employee engagement and organizational performance. If the management is able to identify and remove the roadblocks that decrease engagement, they can ensure better performance of both individual and organization [2].…”

Section: Introductionmentioning

confidence: 99%

A Study on the Magnitude of Human Resource in Sun and Ranbaxy Merger

Daisy

Vijayabanu

2016

Asian J Pharm Clin Res

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Sun Pharmaceutical is a trailblazer in Indian pharmaceutical sector, and one of the foremost competitors in the generic drug market sets its eye onRanbaxy. Sun pharmacy which was established in 1983 listed from 1994 has its upper hand in product development. Ranbaxy was incorporated in1973, and Daiichi Sankyo, a Japanese firm, got a controlling share from 2008. This amalgamation between Sun Pharmacy and Ranbaxy would getprofitable transaction for the former. The process of the coalition was a cloak and dagger affair until April 6, 2014. Before mergers and acquisitions,a company has to create an urgency call among the employees which will result in better understanding of the whole scenario. The aspects are abouthow financial motives and non-financial motives play a major role in mergers. This case deals with the human resource issues and complexities facedby the two players in the same business.Keywords: Merger, Acquisition, Change management, Human resource, Employee engagement, Corporate strategy.

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Challenges in Retaining Talent Post Merger & Acquisition in India: A Literature Review

Singh¹,

Chitranshi²

2016

IJIRCCE

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India is considered as growing economy where organizations are diversifying their portfolio either by acquiring or merging with similar entities.Despite the fact that organizations look merger and acquisition as a growth strategy model but the reality is that most the employees view such strategy as a threat for their career progression. The purpose of this research is to highlight the challenges in retaining talent post-Merger & Acquisition in India .During the M&A, It is one of the key objectives is to retain talent of an organization.One of the most critical issues facing organizations today is how to retain the talents they want to keep. Considering the criticality of M&A as a strategic tool, the methodology used for this research was to study the research conducted by firms as well as researchers in the line of talent retention post M&A. The literature review method was aimed at examine the perspective of HRs in terms of retaining talent of their organization post M&A. From the study conducted, it was found that the major challenges faced in retaining talent post-merger and acquisition are lack of employee motivation ,lack of shared vision, misaligned structures, management leadership clash, cultural mismatch ,poor communication and poor change management. The limitation of this research paper is that the challenges faced by organizations post-merger and acquisition are focused to talent retention only. According to our extensive research and understanding, various factors are identified which exhibit a holistic viewpoint on the challenges faced in retaining talent and research findings in this report will help to enlighten the company' s leaders about effective human management program centred on key talent, ultimately leading to successful retention of their niche talents post M&A in India.

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HR’s role in mergers and acquisitions

Abstract: Karen Lindquist, director at MCE, discusses the opportunities for HR to act as a strategic partner during mergers and acquisitions.

Cited by 6 publications

References 0 publications

The Role of HR in Cross‐Border Mergers and Acquisitions: The Case of Indian Pharmaceutical Firms

The Role of HR in Cross‐Border Mergers and Acquisitions: The Case of Indian Pharmaceutical Firms

A Study on the Magnitude of Human Resource in Sun and Ranbaxy Merger

Challenges in Retaining Talent Post Merger & Acquisition in India: A Literature Review

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