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ABN AMRO bank breaks vicious cycle: HRM leveraged in best‐practice partnership

Human Resource Management International Digest

ISSN: 0967-0734

Article publication date: 6 June 2008




This paper aims to examine why and how HRM may take on a more strategic role in mergers and acquisitions.


Discusses Dutch bank ABN AMRO's acquisition of one of the largest Brazilian banks (Banco Real) and, later, the Brazilian subsidiary of an Italian bank (Banco Sudameris).


Highlights major differences in the two acquisitions, but also the common agreement that top management of the acquiring and acquired companies must fully understand the vital role of employees in the M&A process.

Practical implications

Contends that the team or executive leading the post‐acquisition process should establish the most appropriate policies, including those for HRM, so that the results of the chosen integration strategy result in value creation.


Demonstrates that a major challenge in acquisition processes that adopt different integration strategies is to match the reason that determines the acquisition, the integration strategy and the management of people.



(2008), "ABN AMRO bank breaks vicious cycle: HRM leveraged in best‐practice partnership", Human Resource Management International Digest, Vol. 16 No. 4, pp. 14-16.



Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited

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