TY  - JOUR
A1  - Lind, S. C.
A1  - Lattuch, F.
T1  - Trust, leadership and conflict: The impact of HR practices during family firm M&As
T2  - Strategic HR Review
N2  - Purpose. Strong leadership can be success-critical in M&As. The purpose of this study is to present what HR practice can offer if such leadership is absent and puts the success of the merger or acquisition at risk. 

Design/methodology/approach. Drawing on a recent merger, this paper clarifies the interplay between trust, leadership, and conflict. 

Findings. HR can take an active role in supporting top management during major organizational change by (a) avoiding a leadership vacuum, (b) effectively communicating promises by the new owner, and (c) offering support in inter-familial conflicts during the integration phase. 

Originality/value. Supporting a smooth exit for the target owner, assisting the owning family in their communication activities, and taking conflicts within the family seriously, all help to effectively merge two family firms.
Y1  - 2022
UR  - https://www.hb.fh-muenster.de/opus4/frontdoor/index/index/docId/14127
VL  - 21
SP  - in press
ER  -