… well as an initial adjustment period while both companies are getting used to the integration. (The SHRM Foundation). Next, there may be an initial loss of productivity as the companies adapt to becoming joined and transformed into one company. (The SHRM Foundation). Third, there may be a clash of management styles/egos and/or an inability to manage/implement change. (The SHRM Foundation). Fourth, objectives/synergies may not be well understood initially, complicating and/or prolonging the adjustment period associated with the acquisition. (The SHRM Foundation).
IV. HUMAN ELEMENTS THAT ARISE OUT OF ACQUISITIONS
Numerous elements, both expected, and unexpected …
… to other reasons. (The SHRM Foundation). Third, employees may find that their direct supervisors have been terminated or have left the company voluntarily, creating uncertainty.
Leading Through Uncertainty to Success. Retrieved from http://www.managementfirst.com/ articles/acquisition.htm on December 7, 2002.
Reduce the Risks of Mergers and Acquisitions With Buyers Due Diligence on Company Management. Retrieved from http://www.buyersduediligence.com/index.php on December 7, 2002.
The SHRM Foundation. Retrieved from http://www.shrm.org/foundation/default.asp?page= bookpromo.html on December 7, 2002.