The extant literature tends to frame mergers and acquisitions (M&As) and postmerger integration (PMI) as strategies and outcomes, but this framing often leaves their underlying processes underexplored. We address this gap by redirecting attention to the view that M&As are largely embedded in social and human practices. Our conceptual study identifies three generic M&A strategies—annex & assimilate, harvest & protect, and link & promote—and matches them with three well-known PMI outcomes (i.e., absorption, preservation, and symbiosis, respectively). Using a configurational perspective and drawing upon the ability-motivation-opportunity (AMO) model, we develop a conceptual framework that reveals why and how AMO-enhancing human resource management (HRM) practices can link M&A strategies and PMI outcomes. Finally, we elaborate on the theoretical and practical contributions and chart a course for future inquiry and research applications for the M&A-HRM-PMI triad and its processes.
- M&A-PMI relations
- ability-, motivation-, and opportunity-enhancing HRM practices
- merger and acquisition
- postmerger integration
- strategic human resource management