Abstract
Much has been made recently in managerialist literature of the notion of synergy as the driving force behind the current spate of merger and acquisitions activity. It is suggested that both the motives behind this activity and post-acquisition organizational changes arc driven by synergistic factors. Drawing on a number of case studies from Austria and the UK we acknowledge that in controlled circumstafices synergy is indeed a factor in acquisition and post-acquisition corporate strategies. However, it is less important in explaining these strategies than other factors such as levels of product-market congruency between acquiring and acquired companies, national location and pre-acquisition organizational structures. By identifying work organization, industrial relations and management systems as distinct proceses, we are able to outline the different levels of, and resistance to, change in acquired companies. We conclude that it cannot be assumed a priori that post-acquisition change is inevitable across...
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callMore From: The International Journal of Human Resource Management
Disclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
