Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances

Mitchell Lee Marks · Philip Harold Mirvis

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Corporate Finance and Governance Organizational Change and Leadership Organizational Management and Change

Abstract

SYNERGY IN MERGERS, ACQUISITIONS, ALLIANCES The Elusive Equation Why Deals Go Sour THE PRECOMBINATION PHASE Strategic and Operational Preparation Psychological Preparation THE COMBINATION PHASE Leading the Combination The Transition Structure Managing Uncertainty and Stress The Clash of Cultures THE POSTCOMBINATION PHASE Building the New Organization and Culture Building Postcombination Teams REAPING THE REWARDS OF PRODUCTIVE COMBINATION Tracking and Learning from the Combination Joining Forces-Best Practices.

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2008‘Citibankers’ at Citigroup: A Study of the Loss of Institutional Trust after a Merger 2003Dimensions of Business and Nonprofit Collaborative Relationships 2011Emotionality and leadership: Taking stock of the past decade of research 2005The Integration Journey: An Attention-Based View of the Merger and Acquisition Integration Process 2003Enhancing the success of mergers and acquisitions: an organizational culture perspective 2014How communication approaches impact mergers and acquisitions outcomes 2014The effect of leadership style on talent retention during Merger and Acquisition integration: evidence from China 2011A framework for the human resources role in managing culture in mergers and acquisitions

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