In the world of mergers and acquisitions, the goal is to take two (or more) companies and seamlessly integrate processes, products and people. When trying to pull off a successful deal, however, many senior executives focus their attention on the financial aspects of mergers and fail to consider their psychological implications, Wharton management professor John Kimberly says. In a new paper, Kimberly and his co-author discuss the common pitfalls that firms make in their efforts at identity integration and offer four approaches for making deals work on an emotional level.
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