A framework of HR enablers for successful M&A integration: a study of three transactions

Mergers and acquisitions (M&As) have become a popular strategy for companies to expand and grow, yet the success rate of M&As remains low (King et al. 2004). Many researches attribute the high rate of M&A failure to “employee related problems” (Davy et al. 1988; Dass 2008), due to insufficient pre-and post-acquisition integration strategies-especially integration of cultures, systems and technologies (Bragg 2001; Carleton and Lineberry 2004; Gallos 2006).