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Purpose Effective leadership can be success-critical in mergers and acquisitions. The purpose of this study is to present what human resource (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 avoiding a leadership vacuum; effectively communicating promises by the new owner; and offering support in interfamilial 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. |
