Managing human capital during mergers and acquisitions: the Indian perspective

Svetlana Tatuskar

International Journal of Management Practice, 2014, vol. 7, issue 3, 240-249

Abstract: People are chief assets of any business organisation. Studies conducted to investigate the true benefits of mergers and acquisition (M%A) strategies revealed that more than 70-75% of the acquisitions are financial failures. Some of these failures can be attributed to financial and market factors, whilst a significant number of M%A failures can be traced to mistreated human capital issues and activities. The eminence given to companies' human capital before and during M%A deals is decisive to the success of the transaction. The purpose of this study is to find out the role of human capital to enhance the success of M%A. The study aims to understand how Indian organisations can put a central focus on managing human capital during the M%A process to enhance its success. The study also suggests some of the significant parameters that top management must lay emphasis on for successful M%A and the role of HR department to augment the success of M%A.

Keywords: mergers and acquisitions; M%A; human capital management; restructuring strategy; change management; India. (search for similar items in EconPapers)
Date: 2014
References: Add references at CitEc
Citations:

Downloads: (external link)
http://www.inderscience.com/link.php?id=63596 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:ids:ijmpra:v:7:y:2014:i:3:p:240-249

Access Statistics for this article

More articles in International Journal of Management Practice from Inderscience Enterprises Ltd
Bibliographic data for series maintained by Sarah Parker ().