Trust, leadership and conflict: The impact of HR practices during family firm M&As
- 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.
| Author: | S. C. Lind, F. Lattuch |
|---|---|
| DOI: | https://doi.org/10.1108/SHR-09-2021-0044 |
| Parent Title (English): | Strategic HR Review |
| Document Type: | Article |
| Language: | English |
| Date of Publication (online): | 2021/10/07 |
| Year of first Publication: | 2022 |
| Provider of the Publication Server: | FH Münster - University of Applied Sciences |
| Release Date: | 2021/10/07 |
| Volume: | 21 |
| First Page: | in press |
| Faculties: | Oecotrophologie · Facility Management (OEF) / Oecotrophologie · Facility Management |
| Center for Real Estate & Organization Dynamics | |
| Publication list: | Lattuch, Frank |
| Licence (German): |  Bibliographische Daten |