Post-Merger Integration: A Human Resources Perspective

Ignoring until too late the barriers of management, culture, people, organization, and systems can doom even a financially attractive merger deal. This report taps the experience of senior human resource officers in 134 merged companies to focus on the achievements, problems, and processes in post-merger integration.

Questions addressed:

  • What are the roles of the CEO and other members of top management?
  • Does downsizing lead to improved financial results?
  • Who participates in integration planning and who receives feedback?
  • What is the impact of cultural differences between buyer and seller?
  • Which of these problems tend to be resolved and which defy solution?

Research Report
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