Mergers and Acquisitions (M&As;) are a frequent, alternative strategic growth option to organic growth for organisations. The failure rate of mergers and acquisitions is alarmingly high (70% plus failures). The people factor is seen as one of the main contributors to this failure.\nTo develop and validate a comprehensive, holistic model for the people integration process during mergers and acquisitions.\nThe literature on a comprehensive, holistic people integration process for mergers and acquisitions is sparse and fragmented.\nA qualitative approach was adopted consisting of a three step process which solicited the views of seasoned M&A Practioners; these views were compared against the available literature. Finally, practioners were asked to critique the final model from a practice perspective. The utility of the final model was assessed against two mergers and acquisitions case studies.\nA comprehensive, holistic people integration process model for mergers and acquisitions was developed and validated. However, this model will only significantly enhance mergers and acquisitions value realisation if it is applied from the appropriate vantage point.\nThe proposed approach will increase the probability of a successful M&A people-wise and M&A value realisation.\nTheoretically, the development and validation of a M&A people process integration model; practically, guidelines for successful people integration; organisationally, significantly enhancing the chances of M&A success; and community wise, the reduction of the negative effects of M&A failure on communities.
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