The HR function in Large-scale Mergers and Acquisitions

The Case Study of Nordea

Ingmar Björkman, Anne-Marie Søderberg

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    Purpose: – The paper aims to report on an in‐depth study of the merger and acquisition processes involved in the creation of the leading financial services corporation in the Nordic countries: Nordea. The purposes are, first, to describe the roles played by the HR function and examine the effects of the roles enacted by the HR function on how the workforces were managed and integrated in the post‐merger processes; second, to analyze issues influencing the changing roles played by the HR function in Nordea during the merger processes.
    Design/methodology/approach: – The data for this paper were collected mostly through 60 interviews with HR managers and top executives in Nordea. In addition to the interviews, access was provided to company‐internal material and consultancy reports concerning the HR function.
    Findings: – The paper finds that the Nordea case shows, on the one hand, typical problems in organizing and managing HR issues, but also illustrates, on the other, how the HR function is easily left with a secondary non‐strategic role in these processes.
    Research limitations/implications: – The paper shows that the general limitations of any single case analysis apply also to the present study.
    Practical implications: – The paper indicates that the communication of expectations both to and from the HR function may be particularly important in clarifying the roles the function is to play in the post‐merger process.
    Originality/value: – The paper offers unique insights into the roles played by the HR function in merger processes
    Original languageEnglish
    JournalPersonnel Review
    Volume35
    Issue number6
    Pages (from-to)654-670
    Number of pages17
    ISSN0048-3486
    DOIs
    Publication statusPublished - 2006

    Keywords

    • Acquisitions and mergers
    • Human Resource Management
    • Denmark
    • Finland
    • Norway
    • Sweden

    Cite this

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    title = "The HR function in Large-scale Mergers and Acquisitions: The Case Study of Nordea",
    abstract = "Purpose: – The paper aims to report on an in‐depth study of the merger and acquisition processes involved in the creation of the leading financial services corporation in the Nordic countries: Nordea. The purposes are, first, to describe the roles played by the HR function and examine the effects of the roles enacted by the HR function on how the workforces were managed and integrated in the post‐merger processes; second, to analyze issues influencing the changing roles played by the HR function in Nordea during the merger processes.Design/methodology/approach: – The data for this paper were collected mostly through 60 interviews with HR managers and top executives in Nordea. In addition to the interviews, access was provided to company‐internal material and consultancy reports concerning the HR function.Findings: – The paper finds that the Nordea case shows, on the one hand, typical problems in organizing and managing HR issues, but also illustrates, on the other, how the HR function is easily left with a secondary non‐strategic role in these processes.Research limitations/implications: – The paper shows that the general limitations of any single case analysis apply also to the present study.Practical implications: – The paper indicates that the communication of expectations both to and from the HR function may be particularly important in clarifying the roles the function is to play in the post‐merger process.Originality/value: – The paper offers unique insights into the roles played by the HR function in merger processes",
    keywords = "Human resource management, Personalepolitik, Fusioner, Virksomhedsovertagelser, Bankv{\ae}sen, Danmark, Norge, Finland, Sverige, Acquisitions and mergers, Human Resource Management, Denmark, Finland, Norway, Sweden",
    author = "Ingmar Bj{\"o}rkman and Anne-Marie S{\o}derberg",
    year = "2006",
    doi = "10.1108/00483480610702719",
    language = "English",
    volume = "35",
    pages = "654--670",
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    The HR function in Large-scale Mergers and Acquisitions : The Case Study of Nordea. / Björkman, Ingmar; Søderberg, Anne-Marie.

    In: Personnel Review, Vol. 35, No. 6, 2006, p. 654-670.

    Research output: Contribution to journalJournal articleResearchpeer-review

    TY - JOUR

    T1 - The HR function in Large-scale Mergers and Acquisitions

    T2 - The Case Study of Nordea

    AU - Björkman, Ingmar

    AU - Søderberg, Anne-Marie

    PY - 2006

    Y1 - 2006

    N2 - Purpose: – The paper aims to report on an in‐depth study of the merger and acquisition processes involved in the creation of the leading financial services corporation in the Nordic countries: Nordea. The purposes are, first, to describe the roles played by the HR function and examine the effects of the roles enacted by the HR function on how the workforces were managed and integrated in the post‐merger processes; second, to analyze issues influencing the changing roles played by the HR function in Nordea during the merger processes.Design/methodology/approach: – The data for this paper were collected mostly through 60 interviews with HR managers and top executives in Nordea. In addition to the interviews, access was provided to company‐internal material and consultancy reports concerning the HR function.Findings: – The paper finds that the Nordea case shows, on the one hand, typical problems in organizing and managing HR issues, but also illustrates, on the other, how the HR function is easily left with a secondary non‐strategic role in these processes.Research limitations/implications: – The paper shows that the general limitations of any single case analysis apply also to the present study.Practical implications: – The paper indicates that the communication of expectations both to and from the HR function may be particularly important in clarifying the roles the function is to play in the post‐merger process.Originality/value: – The paper offers unique insights into the roles played by the HR function in merger processes

    AB - Purpose: – The paper aims to report on an in‐depth study of the merger and acquisition processes involved in the creation of the leading financial services corporation in the Nordic countries: Nordea. The purposes are, first, to describe the roles played by the HR function and examine the effects of the roles enacted by the HR function on how the workforces were managed and integrated in the post‐merger processes; second, to analyze issues influencing the changing roles played by the HR function in Nordea during the merger processes.Design/methodology/approach: – The data for this paper were collected mostly through 60 interviews with HR managers and top executives in Nordea. In addition to the interviews, access was provided to company‐internal material and consultancy reports concerning the HR function.Findings: – The paper finds that the Nordea case shows, on the one hand, typical problems in organizing and managing HR issues, but also illustrates, on the other, how the HR function is easily left with a secondary non‐strategic role in these processes.Research limitations/implications: – The paper shows that the general limitations of any single case analysis apply also to the present study.Practical implications: – The paper indicates that the communication of expectations both to and from the HR function may be particularly important in clarifying the roles the function is to play in the post‐merger process.Originality/value: – The paper offers unique insights into the roles played by the HR function in merger processes

    KW - Human resource management

    KW - Personalepolitik

    KW - Fusioner

    KW - Virksomhedsovertagelser

    KW - Bankvæsen

    KW - Danmark

    KW - Norge

    KW - Finland

    KW - Sverige

    KW - Acquisitions and mergers

    KW - Human Resource Management

    KW - Denmark

    KW - Finland

    KW - Norway

    KW - Sweden

    U2 - 10.1108/00483480610702719

    DO - 10.1108/00483480610702719

    M3 - Journal article

    VL - 35

    SP - 654

    EP - 670

    JO - Personnel Review

    JF - Personnel Review

    SN - 0048-3486

    IS - 6

    ER -