ABSTRACT
This paper analyzes why and how human resource management (HRM) may take on a strategic role within merger and acquisition (M&As) processes. The success of these deals depends to a large extent on the successful management of peoplerelated issues. For HRM to effectively become a strategic partner in these arrangements, we argue that HRM should take part during the negotiations and not merely during the integration phase. Second, HRM needs to formulate people management policies that are consistent with the determining reason for the acquisition and the integration strategy adopted.
