The extant literature tends to frame mergers and acquisitions (M&As) and postmerger integration (PMI) as strategies and outcomes, but this framing often leaves their underlying processes underexplored. We address this gap by redirecting attention to the view that M&As are largely embedded in social and human practices. Our conceptual study identifies three generic M&A strategies—annex & assimilate, harvest & protect, and link & promote—and matches them with three well-known PMI outcomes (i.e., absorption, preservation, and symbiosis, respectively). Using a configurational perspective and drawing upon the ability-motivation-opportunity (AMO) model, we develop a conceptual framework that reveals why and how AMO-enhancing human resource management (HRM) practices can link M&A strategies and PMI outcomes. Finally, we elaborate on the theoretical and practical contributions and chart a course for future inquiry and research applications for the M&A-HRM-PMI triad and its processes.
Bibliographical noteFunding Information:
Acknowledgments: This article was accepted under the editorship of Patrick M. Wright. We wish to thank the editor and anonymous reviewers for their helpful and constructive feedback, as well as Esther Singer for her editorial comments on earlier drafts of this paper. We acknowledge the financial support of the Eli Hurvitz Institute of Strategic Management at Tel Aviv University. The authors are listed in alphabetical order.
© 2016, © The Author(s) 2016.
- ability-, motivation-, and opportunity-enhancing HRM practices
- M&A-PMI relations
- merger and acquisition
- postmerger integration
- strategic human resource management
ASJC Scopus subject areas
- Strategy and Management