| Abstract: | Although the financial and strategic aspects of mergers and acquisitions are well researched, little work has been done on the human resource development implications of this popular topic. The purpose of this case study research project was to explore the timing and scope of HRD involvement in four organizations recently involved in a merger or acquisition, by using three theoretical models as lenses. The results demonstrated that HRD normally was not involved in the initial decision‐making to merge or acquire, even though post‐deal HRD initiatives, particularly related to change management, were perceived as critical indicators of success. |
