ABSTRACT
Survival and growth are two aspects that every business organisation gives attention to in order to make its presence felt in the corporate arena. Mergers and Acquisitions (M&A), as a strategy, provide a cushion to organisations for their survival, as well as a tool to drive the organisation's growth and sustainability. The rate of failure dominates the rate of success in M&A outcomes. One aspect of M&A that has mostly been ignored so far is the cultural convergence of 'Management' and 'Employees' in the post-merger phase. The purpose of this paper is to determine whether or not Management Synergy and Employee Satisfaction has any extended impact on the success or failure of M&A. Business organisations are legal entities, but the involvement of human capital makes them living entities. Psychological fear of being in alien territory, together with an uncertainty of status quo, leaves management and employees scared and nervous, which often adversely affects their performance. The present study aims to establish a relationship between Management Synergy and Employee Satisfaction with the success or failure of M&A, based on literature review.
