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The aim of this paper is to establish what managers need in terms of being acculturated and trained to manage the implications of mergers and acquisitions (M&A) on their organizations considering the variables: change, communications, leadership, culture and stress.

The paper compiles strategies gleaned from academic research literature with particular reference to the most common problems management encounters during M&A implementation and execution.

The independent variables key for successful M&A implementation and execution are identified: communication, leadership and trust, organizational culture, change and stress. The literature review demonstrates the important roles played by each variable throughout the M&A process.

The paper provides management with insights on how to prepare for M&A and design a sound behavioral approach in order to achieve the expected post M&A gains and opportunities in a timely manner. This is significant in training managers dealing with the M&A.

To establish what managers need in terms of being acculturated and trained to manage the implications of mergers and acquisitions (M&A) on their organizations considering the variables: change, communications, leadership, culture and stress.

The article compiles strategies gleaned from academic research literature with particular reference to the most common problems management encounters during M&A implementation and execution.

The independent variables that are key for successful M&A implementation and execution are identified: communication, leadership and trust, organizational culture, change and stress. The literature review demonstrates the important roles played by each variable throughout the M&A process.

The article provides management with insights on how to prepare for M&A and design a sound behavioral approach in order to achieve the expected post M&A gains and opportunities in a timely manner. This is significant in training managers dealing with the M&A.