Due diligence neglected: managing human resources and organisational culture in mergers and acquisitions

The aim of this article is to identify attributes of organisational culture and human resource practices required for successful transitions in mergers and acquisitions. Using primary data from five case studies on mergers and acquisitions, findings show that where neglect of two key ‘soft’ due dili...

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Bibliographic Details
Main Authors: F. M. Horwitz, K. Anderssen, A. Bezuidenhout, S. Cohen, F. Kirsten, K. Mosoeunyane, N. Smith, K. Thole, A. Van Heerden
Format: Article
Language:English
Published: AOSIS 2002-03-01
Series:South African Journal of Business Management
Online Access:https://sajbm.org/index.php/sajbm/article/view/692
Description
Summary:The aim of this article is to identify attributes of organisational culture and human resource practices required for successful transitions in mergers and acquisitions. Using primary data from five case studies on mergers and acquisitions, findings show that where neglect of two key ‘soft’ due diligence factors of cultural and human resource compatibility occurs, transition and effective integration of the new entity is hampered. The need for a coherent integration plan including joint teams, effective communication and other appropriate human resource practices is considered vital for successful acculturation. A model for both managerial policy and further research is proposed.
ISSN:2078-5585
2078-5976