Integrating the IS Personnel After a Merger - Managing Challenges and Opportunities

In post-merger integration, both human integration and IS integration play a crucial role. In the heart of both of these, lies the integration of the IS personnel. In this paper, we review the literature relevant to IS staff integration in order to explore the opportunities and challenges the IS personnel faces during post-merger integration. The challenges and opportunities the IS staff faces during postmerger integration stem from (1) the merger situation, (2) the IS personnel as an occupational group, and (3) the managerial interventions. A conceptual framework integrating these elements and studying their interdependencies is formed

Challenges and opportunities managing “Breenfield” Assets – A case study from Norwegian Continental Shelf

This thesis examines the challenges and opportunities in managing "Breenfield" offshore energy assets during Mergers and Acquisitions in the Norwegian Continental Shelf (NCS). The study aims to analyze the dynamics of managing these assets based on existing standards, evaluate the challenges specific to the NCS, and explore methods to address these challenges during mergers and acquisitions. Key findings reveal that organizational aspects, personnel competence, and cultural differences are the primary challenges in the O&M context. Successful integration requires careful planning, consistent governance, standardization, and effective communication. Addressing personnel and organizational aspects, rather than relying solely on technology, is very important for a smooth transitioning. In addition, challenges include managing organizational changes, regulatory compliance, and harmonizing operational practices, necessitating effective communication, change management, and risk assessment. This research contributes to asset management by uncovering challenges and opportunities in managing "Breenfield" assets, filling a literature gap in offshore energy asset management during mergers and acquisitions. It also identifies best practices for future scenarios, promoting successful outcomes and a sustainable energy industry. Despite its contributions, this study has limitations, including limited relevant literature, a focus solely on the NCS offshore energy industry, confidentiality constraints, and a narrow focus on "Breenfield" assets. The research employed qualitative methods, including case study research, literature review, and report analysis. Overall, this thesis provides insights into managing "Breenfield" assets during offshore energy mergers and acquisitions. It aims to enhance asset management practices, improve efficiency, and facilitate successful integration in the energy sector, benefiting professionals, decision-makers, and future researchers

In search of strategic assets through cross-border merger and acquisitions: evidence from Chinese multinational enterprises in developed economies

Drawing on multiple cases of cross-border merger and acquisitions (CBMAs) by Chinese multinational enterprises (CMNEs), we investigate their search of strategic assets in developed economies (DEs). It is a received view that CMNEs use CBMAs to access strategic assets in DEs so as to address their latecomer disadvantages and competitive weakness. This paper aims to identify the nature of strategic assets that sought after by CMNEs and the post-CBMA integration approach, a partnering approach, adopted in enabling access to these assets. The findings reveal that CMNEs possess firm-specific assets that give them competitive advantages at home and seek for complementary strategic assets in the similar domain, but at a more advanced level. The partnering approach helps securing these strategic assets through no or limited integration, giving autonomy to target firm management team, retaining talents and creating synergy

CAHRS hrSpectrum (November - December 2002)

HRSpec02_12.pdf: 85 downloads, before Oct. 1, 2020

Evaluating Information Technology (IT) Integration Risk Prior to Mergers and Acquisitions (M&A)

Corporate mergers and acquisitions (M&A) are considered significant, from both a strategic and an economic point of view, across almost all sectors of the economy.1 M&A is a complex process involving risk that ranges from financial and legal matters to sales and marketing challenges and everything in between. Despite well-established benefits of strategically driven expansion and integration of businesses through M&A, the consolidated organization exposes itself to a number of anticipated, unknown and unintended risk factors. The risk concerns the overall organizational integration of some or all of the previously distinct and interdependent assets, structures, business processes, technologies, systems, people and cultures of the two firms into a unified whole.

CAHRS hrSpectrum (November - December 2005)

HRSpec04_12.pdf: 163 downloads, before Oct. 1, 2020

Integrating acquisitions : keys to unlocking the value of synergy

Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 1999.Includes bibliographical references (leaves 122-126).The ability of mergers and acquisition transactions to generate enhanced shareholder value often hinges on successful integration. Our thesis examines this critical phase of merger activity. Through six discrete case studies and interviews with the individuals who led those transactions, we identify the important discriminators that differentiate success from failure. In addition, we highlight the firms and processes that are emerging as benchmarks in this area.by Albert K. Killen and Kevin P. Lawlor.M.B.A

Managing M&A-From Strategic Intent to Integration: IOCs Acquisition of IBP and After

<div align=justify>This paper, in the nature of a case study, discusses the entire range of managerial issues addressed by Indian Oil Corporation Limited (IOC) in the acquisition, subsequent merger and post-merger integration of IBP Co. Limited (IBP) following IBP's disinvestment by the Government of India. The three stages of IBP transactions spanned a 5-6 year period from 2002 to 2007. The paper discusses from IOC's perspective, the strategic case for the IBP acquisition, rationale for what turned out to be an extremely aggressive bid price for IBP, the raison for subsequent merger, and the critical choices made by IOC management in post-merger integration of IBP. The paper also examines the controversies the IBP transactions generated in their wake and the corporate governance issues involved. We conclude that IOC appears to have handled the entire value chain of activities in the IBP transactions from acquisition planning and strategic evaluation through deal execution, post-acquisition merger, and to post-merger integration with a high level of professionalism, a balanced sense of priorities and a high degree of sensitivity, rarely seen in the Indian public sector milieu. We also believe that as Indian companies, particularly the larger state-owned enterprises, find themselves in the inevitable need to pursue M&A-based growth strategies, IOC's IBP experience should provide useful guidance in their endeavours. </div>