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    Rights statement: This is the author’s version of a work that was accepted for publication in Human Resource Management Review. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Human Resource Management Review, 31, 3, 2021 DOI: 10.1016/j.hrmr.2020.100746

    Accepted author manuscript, 575 KB, PDF document

    Embargo ends: 11/02/22

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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Human integration following M&A: Synthesizing different M&A research streams

Research output: Contribution to journalJournal articlepeer-review

Published
Article number100746
<mark>Journal publication date</mark>30/09/2021
<mark>Journal</mark>Human Resource Management Review
Issue number3
Volume31
Number of pages19
Publication StatusPublished
Early online date11/01/20
<mark>Original language</mark>English

Abstract

Despite the extensive amount of research on mergers and acquisitions (M&A), failure rates continue to be high. Increased attention has been attributed to human integration; however, as M&A are multifaceted complex phenomena, this paper presents a literature review on the strategic management school, the organizational behavior school, and the process school in order to provide an integrative perspective on post-merger integration. By exemplifying interrelationships in human resource management (HRM) in each school of thought, as well as in intricacies of human matters, we provide suggestions for research. First, human integration and its consequences for HRM need to be considered in a context-dependent manner. Second, human integration is not a static event, as employees evolve from the integration process, where changes need to be analyzed over time to develop an understanding for implications in HRM. Third, research needs to consider new methods or combinations of methods in order to overcome the de-naturalization of humans in M&A.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Human Resource Management Review. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Human Resource Management Review, 31, 3, 2021 DOI: 10.1016/j.hrmr.2020.100746