Description
How do organisations engaged in International mergers and acquisitions learn from their experiences? How is knowledge transferred and what are the barriers? How can the diversity of practice and experience be used by HR professionals to add value to their contribution to merger and acquisition activity?
Based on new case study research and data from a large-scale survey into employment policies and practices in MNCs in Britain, this report looks at the involvement of HR in merger and acquisition activity in key contexts:
- Challenges for the HR function
- Knowledge transfer in International mergers and acquisitions
- International policy making and networking.
The report tackles issues such as the size and effectiveness of the HR function in merged organisations, centralised and devolved policy making and implementation, internationally integrated HR functions and the role of company and country culture in the transfer of policies and practices.
Benefits for you:
- Insights from detailed case studies
- Survey and study evidence of thinking and practice across a range of sectors
More M&As took place in 2007 than ever before, however a large number still fail to deliver on their promises due to neglected HR aspects of the merger process including the merging companies failing to learn from each other. This report gives valuable insights for HR professionals into how firms transfer HR knowledge and practice in a wide range of contexts and identifies the enablers and barriers to the vital transfer of knowledge and learning.
Bob Morton, Head of People Development, EMEA, Ciba
About the author(s)
Tony Edwards
Ali Budjanovcanin
Stuart Woollard
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