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We review our work as collaborators over nearly 40 years as researchers and OD practitioners on the human, cultural, and organizational aspects of mergers and acquisitions (M&A). This chapter addresses (1) how our thinking, research methods, and practices developed over time, (2) accounts of deriving theory from practice and contrariwise of applying theory to practical matters, (3) how our respective shifts from academe toward scholarly-practice influenced our thinking and how we write, and (4) varieties of scholarly collaboration – ranging from intensive interchange to sequential pitch and catch. Early work covers a study of a “white-knight” acquisition and then advising on post-merger integration in a hostile takeover, revealing the stages of a deal, dynamics of buyers and sellers, and human factors that produce the “merger syndrome.”

Throughout we talk about confronting challenges of the scholar-practitioner divide as it pertains to role definition and boundary management as well to our theorizing, writing, and publication agenda. The chapter concludes with reflections on doing applied research in collaboration with a colleague (and friend).

Scholars have been conducting serious research on the human, organizational, and cultural aspects of mergers and acquisitions (M&A) for 30 years. Yet, over this period, there have only been modest improvements in the M&A success rate. In this chapter, the author examines corporate combinations, describes how human factors contribute to their failure or success, and identifies key research questions whose answers can help to improve the M&A success rate in both financial and human terms. The author proposes research questions for the key phases of a deal, including buying a company and putting companies together. And, reflecting an emerging trend among some frequent acquirers to build an internal competence in M&A execution, the author also proposes research questions for how to accelerate the process of learning from past combinations to better manage future ones.

This chapter examines recent practices being adopted in the Precombination Phase of a merger or acquisition–a period that typically has not been utilized by leaders to put deals on the track toward success. We begin by briefly reviewing the M&A process and highlighting the success factors and common problem areas in each of the three phases of a deal. We then discuss emerging trends in making the Precombination Phase more successful, including conducting a more thorough due diligence, setting a vision for the combined organization, accelerating early integration planning, and establishing integration principles and priorities.

Transitions – including mergers, acquisitions, downsizings, and restructurings – are used by organizational leaders to accelerate the achievement of strategic objectives. However, the manner in which most transitions are implemented runs counter to research findings on the process of effective change management and, in particular, disregards the natural process of human adaptation. As a result, mismanaged transitions tend to have negative consequences for organizations and their members. Ironically, the characteristic of transitions that prompts individual and organizational strife – the capacity to disrupt the status quo – also enables an opportunity for individual and organizational renewal. For that to occur, however, members must make progress through the natural process of adaptation. This paper aims to propose a framework for facilitating adaptation to organizational transition, to both overcome the undesirable consequences of transitions and to accelerate achievement of the transition's strategic objectives.

This is a conceptual paper based on a review of the literatures on adaptation and transition and the author's own experience as a researcher or consultant in over 100 major organizational transitions.

The framework presented here should contribute to both the practice of organizational change management and empirical studies of interventions to facilitate individual adaptation to major organizational transitions.

The framework introduced in this paper should have a direct and substantial impact on transition management, employee well being and organizational effectiveness. It should minimize the negative consequences of transitions and accelerate the process of adaptation to organizational transition.

Mergers and acquisitions occur frequently in organizations, but rarely achieve their desired financial and strategic objectives. Personal experience gained in more than 50 corporate combinations shows that many factors account for the dismal track record of mergers and acquisitions, including underestimating the multitude of integration issues and problems that arise as organizations come together and the pervasiveness and depth of human and cultural issues triggered in a combination. These dynamics have been found in combinations involving organizations of all sizes, in all industry sectors and across international boundaries. Reviews the human, organizational and cultural dynamics affecting mergers and acquisitions, and reports recent trends influencing interventions to enhance merger and acquisition success. Describes consulting approaches and methods required to minimize employee stress, management crisis and culture clash and to enhance the desired financial and strategic results of mergers and acquisitions.

Mergers and acquisitions are something that everyone who's been in the business world for more than a few years is extremely, if not intimately, familiar with. But can anyone synthesize all the knowledge that's out there and figure out the right ways to do handle a merger, or tell you when forming an alliance or even walking away might be the best path?

This is a qualitative study of eight merged organizations. They consist of a unique sector, namely Catholic men's religious provinces. The study attempts to determine characteristics of successful mergers by understanding the processes and dynamics of mergers when membership needs to be involved and in some cases give approval of the merger. Regardless of the initiation of the merger or the processes utilized it appears that three factors and one result bring about success. A clear mission-driven purpose, authentic leadership, and inclusive engagement are essential elements of any process. They set the path for building trust among members and organizations, which may result in organizational renewal.