Acquisition: Strategy and Implementation by Nancy Hubbard

By Nancy Hubbard

"An autonomous advisor, Hubbard (business management, Oxford U.) explains why 1/2 all makes an attempt to procure a enterprise, or merge companies, fail. Then she explores the psychology concerned, describes a method for buying, and provides 5 case reviews during which the names and different info of either the firms and other people were replaced. The part on psychology relatively discusses the response of staff whose technique of livelihood have simply been received and sold."—Book information, Inc.

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Countless studies conducted throughout the US and Europe suggest that employees find the uncertainty related to acquisition hard to bear; in fact, the uncertainty associated with acquisition is what causes much of the stress, not the events themselves. Employees will accept almost alt outcomes after acquisition, including negative ones, ifthey are psychologically preparedfor them prior to their occurrence and are treated fairly during the process of implementation. The business world has changed - the vast majority of employees Why Emplayees Act the Way They Da 37 accept that they no longer have jobs for life.

It is highly unlikely that this degree of trust will exist in target employees after acquisition for some time even if the implementation process goes weIl. What a smooth implementation process does give the acquirer is time in which to develop an atmosphere where employees are willing to undergo the new socialization process, the outcome of which is the new psychological contract. The other element necessary for a new psychological contract is effective communication to each employee. A problem for the acquirer is that each acquired employee's psychological contract with the target differs as each employee expects different things.

While all 0/ these elements are present in any acquisitian to a greater or lesser extent, it is how the acquirer handles the acquisition process which greatly influences the intensity 0/ perceptions in those affected. In effect, any of the negative feelings associated with acquisition are greatly exacerbated by a poorly managed implementation process. Likewise, an acquisition process which is well handled can positively enhance the perceptions of employees discussed above, with higher trustworthiness, management and organizational credibility, belief of communication and intention to stay with the employer all being positive outcomes of a well-managed acquisition implementation.

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