Role of Human Resources in Mergers & Acquisitions

Ekta Arora .


Many organizations regard mergers & acquisitions as a strategic tool for increasing profitability, gaining market share and developing synergies. From banking to software, insurance to technology, companies have started entering into mergers & acquisitions to become market leaders in their respective industries. This paper discusses about the role of HR professionals in making these deals successful. Many mergers fail to achieve their objectives because HR professionals are either not involved or are involved at a very late stage in merger process. This paper describes about the role of HR  manager as facilitator, educationist, team builder and integrator.


Merger, Acquisition, Strategy, Culture

Full Text:



Adler, N. (1997) International Dimensions of Organizational Behavior. Cincinnati, OH:

South-Western College Publishing.

Adler, N., Doktor, R. and Redding, S. (1986) ‘From the Atlantic to the Pacific Century:

Cross-Cultural Management Reviewed’, Journal of Management, 12: 295–318.

Aguilera, R.V. and Jackson, G. (2003) ‘The Cross-National Diversity of Corporate Governance:

Dimensions and Determinants’, Academy of Management Review, 28: 447–65.

Berger, S. and Dore, R. (eds) (1996) National Diversity and Global Capitalism. Ithaca, NY: Cornell University Press.

Birkinshaw, J. and Bresman, H. (2000) ‘Managing the Post-Acquisition Integration Process:How the Human Integration and Task Integration Processes Interact to Foster Value Creation’,Journal of Management Studies, 37: 395–425.

Bower, J.L. (2001) ‘Not all M&As Are Alike and that Matters’, Harvard Business Review, Reprint R0103F.

Buono, A.F. and Bowditch, J.L. (1989) The Human Side of Mergers and Acquisitions.San Francisco, CA: Jossey-Bass.

Campbell, J. (1999) ‘Partner Presentation’, University of Illinois Center for Human Resource Management, Fall 1999, Partner Roundtable, Oak Brook, Illinois.

Cartwright, S. and Cooper, C. (1993) ‘The Role of Cultural Compatibility in Successful Organizational Marriage’, Academy of Management Executive, 7: 57–70.

Faulkner, D., Pitkethly, R. and Child, J. (2002) ‘International Mergers and Acquisitions in the UK 1985–94: A Comparison of National HRM Practices’, International Journal of Human Resource Management, 13: 106–22.

Gertsen, M., Soderberg, A. and Torp, J. (eds) (1998) Cultural Dimensions of International Mergers and Acquisitions. Berlin: Walter de Gruyter.

Hofstede, G. (1980) Culture’s Consequences: International Differences in Work-related Values. Beverly Hills, CA: Sage.

Hunt, J. and Downing, S. (1990) ‘Mergers, Acquisitions and Human Resource

Management’,International Journal of Human Resource Management, 1: 195–209.

Mirvis, P. and Marks, M. (1992) Managing the Merger: Making it Work. Englewood Cliffs, NJ: Prentice Hall.

Aguilera and Dencker: HRM in cross-border mergers and acquisitions 1369

Weston, J., Chung, K. and Siu, J. (2001) Takeovers, Restructuring, and Corporate Governance, 3rd edn. Upper Saddle River, NJ: Prentice Hall.

Greengard, Samuel. "You're Next! There is No Escaping Merger Mania." Workforce, vol. 76 (April 1997): 52.

Leonard, Bill. "Will This Marriage Work?" HR Magazine, vol. 44 (April 1999): 34.

Marks, Mitchell Lee. "Let's Make a Deal." HR Magazine, vol. 42 (April 1997): 125


  • There are currently no refbacks.

Editorial Office:

Educational Research Multimedia & Publications,
S.N. 21, Plot No 24, Mirza Ghalib Road Malegaon Nasik,
Maharashtra India - 423203.
+919764558895 (whatsapp),,

Copyrights © 2010-2020 - ERM Publications, India     

This work is licensed under