The purpose of this study follow a process perspective approach to examine post M&A integration studies focusing on HR function and to make the research literature relevant to HR integration.
Data is gathered from a systematic literature review of sixty six peer-reviewed empirical and theoretical articles published in forty one journals between 1990 and 2018. These predominantly use qualitative methods and include case studies, conceptual studies, interviews, surveys, literature reviews and mixed methodology. Each paper is then sorted into three areas of research focus, integration, change management and HR strategy, and the main findings noted.
A conceptual framework for the content and process in HR integration in cross-border M&A’s is presented consisting of three stages : pre-integration (preparation), HR integration and integration outcome.
This framework can be used to help managers and policy makers to profit from potential synergy in this situation, to support HR interventions at all stages of the M&A including screening, planning and negotiation and to deal with some of the more difficult cultural impacts of cross-border M&A’s.
This paper has an original approach as it considers a gap in the research and enables researchers to examine HR as a strategic partner during M&As within an integrated process perspective.
