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HRD involvement in merger and acquisition decisions and strategy development: four organizational portraits
Author(s) -
Jeris Laurel S.,
Johnson James R.,
Anthony C. Carol
Publication year - 2002
Publication title -
international journal of training and development
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.558
H-Index - 26
eISSN - 1468-2419
pISSN - 1360-3736
DOI - 10.1111/1468-2419.00145
Subject(s) - merge (version control) , mergers and acquisitions , business , scope (computer science) , human resources , organizational change , knowledge management , organization development , management , process management , marketing , public relations , computer science , economics , political science , finance , information retrieval , programming language
Although the financial and strategic aspects of mergers and acquisitions are well researched, little work has been done on the human resource development implications of this popular topic. The purpose of this case study research project was to explore the timing and scope of HRD involvement in four organizations recently involved in a merger or acquisition, by using three theoretical models as lenses. The results demonstrated that HRD normally was not involved in the initial decision‐making to merge or acquire, even though post‐deal HRD initiatives, particularly related to change management, were perceived as critical indicators of success.