Staff often feel betrayed by their company's leadership and lose trust as a result of an M&A. To regain control over their job situations, many—not just key personnel—contemplate "jumping ship". It is essential to keep employee turnover low for two interrelated reasons:

• Business continuity is key to realizing the benefits of an M&A, and
• There can be substantial financial implications from the cost of recruiting new staff, the loss of intellectual capital, and the loss of client relationships.

The second rationale conditions the first. So, in advance of an M&A, two areas (or "gaps") that call for investigation are (i) tighter circumscription of employee turnover cost categories, and (ii) quantification and qualification, wherever and however possible, of what intellectual capital might be lost. Learning for Change in ADB, available at https://www.researchgate.net/publication/266912404_Learning_for_Change_in_ADB, elucidates the former on page 32 (Figure 2). A Primer on Intellectual Capital, available at https://www.researchgate.net/publication/266232464_A_Primer_on_Intellectual_Capital, articulates on page 3 an intellectual capital model (Figure) to help assess what human, relational, and structural capital might be lost in consequence of the M&A.

Book Learning for Change in ADB

Article A Primer on Intellectual Capital

Dear Radaslov,

My master's degree dissertation is about individual reaction to change on merger context. I have an approved article at International Business Management, but it is not published yet. My original work is in portuguese.

On my files on this website I have two articles in portuguese related to this.