The Implementation Process: Where the Work Begins

Nancy Hubbard

Chapter 5 in Acquisition, 1999, pp 131-164 from Palgrave Macmillan

Abstract: Abstract By the time the contracts are signed, employees look anxiously to the acquirer for direction and the way forward. The three months following taking control have the greatest impact on whether or not the deal is a success and the ability to influence this phase’s success rests almost entirely with the acquirer (see Figure 5.1). Those who understand its importance and approach it professionally will stand a greater chance of being successful. Those who take it lightly do so at their peril. But by the time the acquirer gets to this stage, its fate may already have been decided — has management meticulously planned the process and communicated it to those affected or entered into the arrangement without sufficient thought? If it is the latter, they are already doomed. If it is the former — they have all to play for during the implementation phase.

Keywords: Implementation Process; Procedural Justice; Organizational Justice; Line Management; Manpower Planning (search for similar items in EconPapers)
Date: 1999
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DOI: 10.1007/978-1-349-14870-7_6

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