Abstract
This dissertation presents the critics of a successful due diligence and thus difficulties
of a well done merger or acquisition as well as where there should be more attention
in order to conduct a successful M&A. In the field of M&A, many studies have
concluded that after the deal most of the time the shareholder value will decrease
rather than increase. Due to that the critics of a successful due diligence and thus
difficulties of a well performed merger or acquisition will be discussed as well as
where there should be a higher attention in order to conduct a successful M&A. It is
assessed that during the due diligence process most focus is on the financial, legal
and commercial issues. Also the part of the human resources is mostly just focused
on the legal and financial items. Since the future performance of the combined
company has a high connection to the employed staff, this dissertation focuses on
the human and cultural side of a due diligence. It is investigated what managers have
to be aware of, how communication and integration of employees should be
managed as well as the combination of different cultures. Therefore we developed an
altered human recourse due diligence model. In that it is explained how we think a
human due diligence should be prepared and what has to be included. Furthermore it
is explained how the integration of humans and their culture can be fulfilled and what
has to receive attention.
In the analysis a survey of consultants is presented which shows how far companies
already think about the mentioned issues as well how the respondents believe that
an altered human resources due diligence model will be more useful for successin
M&A transactions.
Date of Award | 2005-Dec-01 |
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Original language | English |
Swedish Standard Keywords
- Law (505)