Abstract:
Mergers and acquisitions are increasingly being used by firms to strengthen and maintain their position
in the market place. They are seen by many as a relatively fast and efficient way to expand into new
markets and incorporate new technologies. Yet their success is by no means assured. To the contrary, a
majority fall short of their stated goals and objectives. While some failure can be explained by
financial and market factors, a substantial number can be traced to neglected human resource issues
and activities. Numerous studies confirm the need for firms to systematically address a variety of
human resource issues and activities in their merger and acquisition activities. This article proposes a
three-stage model of mergers and acquisitions that systematically identifies several human resource
issues and activities. The article concludes with a description of the role and importance of the HR
department and leader.
