A perceptual study on post-acquisitions leadership disruption on human resource factors Online publication date: Tue, 03-Nov-2020
by Bhupesh Malhotra
International Journal of Business and Globalisation (IJBG), Vol. 26, No. 3, 2020
Abstract: In this study, a linkage is being established considering HR leadership and how its disruption might impact the performance of those entities which are acquired. This can be related to stable leadership issues, policies and outcomes considering mergers and acquisitions - which are considered part of the major transformation in the context of those entities post-merger. It therefore, becomes important to examine the causes of international acquisition failure and to develop leadership strategies that may mitigate these problems linking it with HR practices. A structured questionnaire was sent to 1,196 employees working in five IT organisations and finally post-acquisition data from 291 employees. The study found that there are 17 items which could be grouped together logically and statistically into three - HR issues, HR policies and HR outcomes. HR practitioners must consider these three factors individually and collectively in order to make merger or acquisition initiative successful in an IT organisation.
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