Silent forces in mergers and acquisitions
A closer look
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Leading and managing post-merger integration remains the number one challenge when engaging in mergers and acquisitions (M&A). Yet little remains known as to the factors predicting M&A performance (King et al., 2004). This book undertakes a chapter-by-chapter, step-by-step approach to the M&A process. The focus is on the oft-neglected 'silent forces' shaping M&A performance. Silent forces pertain to the human, cultural, attitudinal, emotional, linguistic or managerial domains. Unless they are attended to, silent forces take an invisible, yet powerful grip on the progress and short-to-long term...
Leading and managing post-merger integration remains the number one challenge when engaging in mergers and acquisitions (M&A). Yet little remains known as to the factors predicting M&A performance (King et al., 2004). This book undertakes a chapter-by-chapter, step-by-step approach to the M&A process. The focus is on the oft-neglected 'silent forces' shaping M&A performance. Silent forces pertain to the human, cultural, attitudinal, emotional, linguistic or managerial domains. Unless they are attended to, silent forces take an invisible, yet powerful grip on the progress and short-to-long term performance of mergers and acquisitions. The question to ask is - is their neglect affordable? The book prompts the reader to ask, what is my attention span, how do I create and attend to silent forces during M&A? What can I do to ensure the success of M&A? The book is targeted at practicing managers engaged in M&A and disruptive change projects. Researchers in international strategy & M&A will also find the discussion enlightening.
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