The human element : the impact of mergers and acquisitions on organizations and people
Name
173993483-MIT.pdf
Description
Full printable version
Size
4.2 MB
Format
Adobe PDF
Checksum (MD5)
5aea766fa95d7ead5ef49395da170de6
Author(s)
Faber, Ralf T. (Ralf Thomas)
Advisor(s)
John van Maanen.
Alternative Title
Impact of mergers and acquisitions on organizations and people
Date Issued
2007
Publisher
Massachusetts Institute of Technology
Abstract
The concept of this thesis emerged from my own experience of mergers and acquisitions in which I had been involved over the past 20 years. Companies make acquisitions, mergers, or joint ventures for technology or geographical reasons, or to consolidate a market. The companies have to find a way to integrate the two organizations, and typically they face the challenges of combining different business philosophies, visions, leadership styles, and technology innovation management that have developed and manifested over an extended period of time of time. The motivation for the most companies to get involved in acquisitions is to maintain the growth rate, get access to new ideas, and processes that will provide a lasting benefit for the organization. In the thesis, I will examine the difficulties of the integration of one entity into another. Often, companies are acquired for their people's talent and expertise. The cultural and human aspects, however, are not a major consideration during the overall due-diligence process. I conclude that the extremely high failure rate of more than 50% for mergers and acquisitions is a result of the negligence of a formal cultural and human due-diligence process, and a "human capital balance sheet" needs to become a part of the process.
Description
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2007.
Includes bibliographical references (leaves 73-74).
Subjects
Sloan School of Management.
MIT Department
Sloan School of Management
Terms of Use
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