Blending Corporate Families : Management and Organization Development in A Postmerger Environment  

Oleh:

Fulmer, Robert M. ; Gilkey, Roderick

Jenis: Article from Journal - ilmiah internasional
Dalam koleksi: The Academy of Management Executive vol. 2 no. 4 (Nov. 1988), page 275-284.
Topik: CORPORATE; corporate families; management; organization development; post merger environment
Fulltext: AA4_02-04_Robert M. Fulmer.pdf (1.58MB)

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Perpustakaan Pusat (Semanggi) Nomor Panggil: AA4.1 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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The courtship and engagement period preceding a corporate marriage creates headlines, the real work, however comes after the marriage has taken place. Experienced corporate observers estimate that it takes two to three years for the trauma of an acquisition or merger to subside. In many cases, "normalcy" never returnc. According to james balloun, managing director of the consulting firm mckinsey and company, "Most corporate merger efforts fail to take into account the importance of the people issues, which often become the crucial determinant of succes." Frequently, people issues are ignored in the premerger analysis, and inadequate attention is directed that way afterward. yet people problems involving such elements as the corporate culture, restructuring, and new systems are cited as the reason whay one - half to two - thirds of mergers and acquisition ultimately fail. One of the most strartling statistics documenting this high failure rate comes from a study reported in fortune magazine, which found that two - thirds of the corporate diversification programs reviewed would have produced better financial results if the company had invested its capital in cetificates of deposit in a commercial bank, rather than in acquiring another firm.

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