Abstract
The human aspects of mergers and acquisitions receive less emphasis
than the more easily controlled financial aspects. A review of the
existing literature and research suggests that mergers and acquisitions
often fail or are sub‐optimal due to the neglect of these human aspects.
Outlines factors which lead to success. Recommends alternatives which
may minimize the behavioural problems, but this is unlikely to include
the joint venture, since it is quite similar to the full‐blooded merger
in many respects. Human and environmental issues will increasingly be on
the corporate charter.
Subject
Organizational Behavior and Human Resource Management,Industrial relations
Cited by
4 articles.
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