Author Description

This text approaches the complex challenge of mergers and acquisitions (M&A) integration on a practical level. Many attempts have been made to address the problems presented by integration from a functional perspective, for example from the point of view of finance or human resource management; this volume develops an integrated approach. The role of strategic decision-making is acknowledged as critical and as such the book identifies ways to avoid common mistakes in the pre-deal phase and links corporate strategy with integration results. The book also emphasizes the crucial post-deal phases which so many organizations overlook and presents models for handling these. The book's integrational learning perspective links corporate development with the individual development of the people involved. This learning approach is designed to help leverage a company's learning capabilities and agility.