The aim of this paper is to explore the various practices in achieving successful cultural integration in the merger and acquisition (M&A) activity of global organizations, with a focus on factors enhancing employee engagement, viewed as a fundamental aspect of deal value and long‐term business results.
The paper is based on interviews with human resource (HR) leadership, isolating best practices consistent with successful integration within the organizations.
The interviews and Mercer research helped to codify four core elements of an approach to M&A cultural integration, including employee engagement factors that were highly consistent and reinforced in the various examples.
Organizations that embrace this consistent approach – or variations thereof – to cultural integration in their M&A activity will improve the probability for success in creating sustainable value in the merged organizations.
The paper provides useful information on how to achieve cultural integration in M&A activity with sustainable value in the merged organizations.
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