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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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

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spelling	doaj-73f5c9c1cfa3403fbee1fa247a31166f2021-02-02T04:45:07ZengAOSISSouth African Journal of Business Management2078-55852078-59762002-03-0133111010.4102/sajbm.v33i1.692412Due diligence neglected: managing human resources and organisational culture in mergers and acquisitionsF. M. Horwitz0K. Anderssen1A. Bezuidenhout2S. Cohen3F. Kirsten4K. Mosoeunyane5N. Smith6K. Thole7A. Van Heerden8Graduate School of Business, University of Cape TownGraduate School of Business, University of Cape TownGraduate School of Business, University of Cape TownGraduate School of Business, University of Cape TownGraduate School of Business, University of Cape TownGraduate School of Business, University of Cape TownGraduate School of Business, University of Cape TownGraduate School of Business, University of Cape TownGraduate School of Business, University of Cape TownThe 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.https://sajbm.org/index.php/sajbm/article/view/692
collection	DOAJ
language	English
format	Article
sources	DOAJ
author	F. M. Horwitz K. Anderssen A. Bezuidenhout S. Cohen F. Kirsten K. Mosoeunyane N. Smith K. Thole A. Van Heerden
spellingShingle	F. M. Horwitz K. Anderssen A. Bezuidenhout S. Cohen F. Kirsten K. Mosoeunyane N. Smith K. Thole A. Van Heerden Due diligence neglected: managing human resources and organisational culture in mergers and acquisitions South African Journal of Business Management
author_facet	F. M. Horwitz K. Anderssen A. Bezuidenhout S. Cohen F. Kirsten K. Mosoeunyane N. Smith K. Thole A. Van Heerden
author_sort	F. M. Horwitz
title	Due diligence neglected: managing human resources and organisational culture in mergers and acquisitions
title_short	Due diligence neglected: managing human resources and organisational culture in mergers and acquisitions
title_full	Due diligence neglected: managing human resources and organisational culture in mergers and acquisitions
title_fullStr	Due diligence neglected: managing human resources and organisational culture in mergers and acquisitions
title_full_unstemmed	Due diligence neglected: managing human resources and organisational culture in mergers and acquisitions
title_sort	due diligence neglected: managing human resources and organisational culture in mergers and acquisitions
publisher	AOSIS
series	South African Journal of Business Management
issn	2078-5585 2078-5976
publishDate	2002-03-01
description	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.
url	https://sajbm.org/index.php/sajbm/article/view/692
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Due diligence neglected: managing human resources and organisational culture in mergers and acquisitions

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