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Managing mergers: Why people first can improve brand and IT consolidations

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  • Jap, Sandy
  • Gould, A. Noel
  • Liu, Annie H.

Abstract

The number and value of mergers and acquisitions (M&As) continue to grow, with record increases in the U.S. and Asia Pacific in 2015. Yet, despite calls from academic literature for more consideration of the human and behavioral factors in such massive change, there remains an inordinate focus on the financial or quantitative aspects. We connect the newer streams of research with efficiency and growth imperatives via an illustrative analysis of ANZ New Zealand's horizontal merger with The National Bank of New Zealand. ANZ successfully completed a brand and technology merger by prioritizing the customer, addressing employees’ socioeconomic concerns, providing enough time and resources to ensure efficiencies, and rebranding enriched customer services and revenues. The results were overwhelmingly positive and provide a useful template for how M&As should be executed in the future using a people-first approach.

Suggested Citation

  • Jap, Sandy & Gould, A. Noel & Liu, Annie H., 2017. "Managing mergers: Why people first can improve brand and IT consolidations," Business Horizons, Elsevier, vol. 60(1), pages 123-134.
    • Handle: RePEc:eee:bushor:v:60:y:2017:i:1:p:123-134
    DOI: 10.1016/j.bushor.2016.09.008
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    References listed on IDEAS

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    1. Rhoades, Stephen A., 1998. "The efficiency effects of bank mergers: An overview of case studies of nine mergers," Journal of Banking & Finance, Elsevier, vol. 22(3), pages 273-291, March.
    2. Amel, Dean & Barnes, Colleen & Panetta, Fabio & Salleo, Carmelo, 2004. "Consolidation and efficiency in the financial sector: A review of the international evidence," Journal of Banking & Finance, Elsevier, vol. 28(10), pages 2493-2519, October.
    3. Tessa Melkonian & Philippe Monin & Niels Noorderhaven, 2011. "Distributive justice, procedural justice, exemplarity, and employee’s willingness to cooperate in M&A integration processes : An analysis of the Air France-KLM Merger," Post-Print hal-02312624, HAL.
    4. Robert DeYoung & Douglas Evanoff & Philip Molyneux, 2009. "Mergers and Acquisitions of Financial Institutions: A Review of the Post-2000 Literature," Journal of Financial Services Research, Springer;Western Finance Association, vol. 36(2), pages 87-110, December.
    5. Günter K. Stahl & Duncan N. Angwin & Philippe Very & Emanuel Gomes & Yaakov Weber & Shlomo Yedidia Tarba & Niels Noorderhaven & Haim Benyamini & Dave Bouckenooghe & Samia Chreim & Muriel Durand & Méla, 2013. "Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research," Post-Print halshs-00862249, HAL.
    6. Anna Nadolska & Harry G. Barkema, 2014. "Good learners: How top management teams affect the success and frequency of acquisitions," Strategic Management Journal, Wiley Blackwell, vol. 35(10), pages 1483-1507, October.
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    Cited by:

    1. Mittal, Amit & Garg, Ajay Kumar, 2017. "Private information implications for acquirers and targets in horizontal mergers," MPRA Paper 85355, University Library of Munich, Germany.
    2. Simon Segal & James Guthrie & Johannes Dumay, 2021. "Stakeholder and merger and acquisition research: a structured literature review," Accounting and Finance, Accounting and Finance Association of Australia and New Zealand, vol. 61(2), pages 2935-2964, June.
    3. Li-Ming Chien & Kung-Jen Tu, 2021. "Establishing Merger Feasibility Simulation Model Based on Multiple-Criteria Decision-Making Method: Case Study of Taiwan’s Property Management Industry," Sustainability, MDPI, vol. 13(5), pages 1-16, February.

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