<?xml version="1.0" encoding="utf-8"?>
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  <doc>
    <id>1099</id>
    <completedYear/>
    <publishedYear/>
    <thesisYearAccepted/>
    <language>eng</language>
    <pageFirst/>
    <pageLast/>
    <pageNumber/>
    <edition/>
    <issue/>
    <volume/>
    <type>conferenceobject</type>
    <publisherName/>
    <publisherPlace/>
    <creatingCorporation/>
    <contributingCorporation>2nd International Conference on Business and Management</contributingCorporation>
    <belongsToBibliography>1</belongsToBibliography>
    <completedDate>2018-04-03</completedDate>
    <publishedDate>--</publishedDate>
    <thesisDateAccepted>--</thesisDateAccepted>
    <title language="eng">Integration Done Right : the Crucial Role of Human Resources in Post-Merger Integrations</title>
    <abstract language="eng">This is a joint analysis by SRH University Berlin and Michael Lutz, Project Leader at The &#13;
Boston Consulting Group, of the crucial role of human resources (HR) in the integration phase of mergers and acquisitions (M&amp;A), contributing a new perspective to the classic approach with its heavy bias towards quantitative measures. The conducted analysis of literature research as well as the evaluation of experiences by various experts aims to provide further understanding of the diverse reasons for the outcome of (un)sustainable M&amp;A activities.&#13;
Research shows that most M&amp;A activities fail in the long run because the classic approach during the three phases (1) pre-merger planning, (2) the merger itself, and (3) the post-merger-integration phase focuses on quantitative issues and insufficiently incorporates HR and cultural topics.&#13;
HR is integral for every M&amp;A, as well as for the restructuring and change projects that often accompany mergers. Therefore, failing to adequately include employees in the M&amp;A phases is one of the gravest risks while conducting a merger.&#13;
This article describes in detail the challenges faced when conducting an M&amp;A with regard to &#13;
HR implementation and presents advise and tools for how to successfully mitigate an M&amp;A failure due to insufficient HR implementation.</abstract>
    <note>Volltext aus urheberrechtlichen Gründen nicht verfügbar.&#13;
Full text due to copyright not available.</note>
    <enrichment key="ConferenceReportDate">15-16.11.2017</enrichment>
    <enrichment key="EventLocation">Le Chateau Lambousa, Cyprus</enrichment>
    <enrichment key="ConventionEvent">2nd International Conference on Business Management (ICOBM’17)</enrichment>
    <enrichment key="LinkProfileA">https://www.srh-hochschule-berlin.de/de/hochschule/hochschulteam/glasberg-ronald/</enrichment>
    <author>Michael Lutz</author>
    <author>Ronald Glasberg</author>
    <author>Nils Britze</author>
    <author>Leo Oberressl</author>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Mergers and Acquisitions (M&amp;A)</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Post-merger Integration  (PMI)</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Sustainable Integration</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Reorganization</value>
    </subject>
    <subject>
      <language>eng</language>
      <type>uncontrolled</type>
      <value>Restructuring</value>
    </subject>
    <collection role="jel" number="O">Economic Development, Technological Change, and Growth</collection>
    <thesisPublisher>SRH Berlin University of Applied Sciences</thesisPublisher>
  </doc>
</export-example>
