Other Reviews Mergers and Acquisitions: Managing Culture and Human Resources.

ran a cover story questioning whether mergers “really worked, ” focusing on the extent to which the organizational combination strategy actually enhanced such desired out-comes as market share, profitability, and shareholder value. The analysts ’ conclusion was “not very often. ” During the subsequent two decades there has been a literal avalanche of work, by scholars and practitioners alike, delving into the nuances, subtleties, and dynamics underlying the merger and acquisition (M&A) process, with an eye toward enhancing our understanding of this complex strategy and improving M&A performance. The literature is too voluminous to even rea-sonably cite, but a few oft-noted works include Buono an