A Human Resource Training Program for Cross-Border Mergers and Acquisitions

Cross-border mergers and acquisitions (M&A) have increased in the twenty-first century; however, the majority of cross-border mergers fail to achieve their financial objectives. Nonetheless, the number of merger failures has not stopped organizations from undertaking mergers. There are multiple sources and types of conflict associated with merger failure, which can all be traced back to the facts that human resource departments have not been utilized effectively and that there has been a lack of planning during the M&A process. Thus, this capstone proposes a training program as a reference for human resource departments to apply best practices for planning, training, and evaluating during the process of M&As, which will help potentially alleviate conflicts during the merger period.

Now Streaming: A Consortial PDA Video Pilot Project

In 2014, eight academic libraries in the state of New York collaborated on a group patron driven acquisition (PDA) pilot program with Kanopy, a video streaming service for libraries. The institutions, despite vast differences in size and profile, each launched Kanopy’s streaming solution on their campuses under a program where they would jointly contribute to and acquire films based on group usage. The pilot ran for seven months and led to some fascinating insights into the differences in demand for film across campuses, the possibility of PDA as a model for library acquisition, and the feasibility of a group approach to acquisition. This paper presents the background to, results of, and reflections on the pilot program from the three unique perspectives of the consortium, the vendor, and one of the libraries involved, providing a holistic view of the success of the pilot and the lessons learned.

Glue Technology: A Blueprint for Cultural Integration

Despite the gargantuan stakes that mergers and acquisitions represent, global companies' success rate at integrating organizations has been dismal, incurring billions of dollars in lost shareholder value. International human resources' handling of the cultural integration process is the principal differentiator between success and failure. This Capstone project proposes a process for developing cultural integration mechanisms, known as glue technology, and provides a step-by-step process map for execution through four phases. During planning, the need for glue technology is defined. Through analysis, rewards systems are assessed, and a strategy is chosen. In implementation planning, unanimous executive commitment must be secured. Last is measurement based on the integration plan's objectives. Enabling mechanisms such as removing negative influencers, speed, and communication are discussed.