Gestão de pessoas em processos de integração pós-aquisiçõesum estudo múltiplo de casos no Unibanco entre 1995 e 2004

Resumo

Mergers and Acquisitions (M&A) are an example of those organizational changes that can significantly affect the generation of value in any one form of business. In these (people) movements, integration plays an outstanding role. During this process, all actions involved in the management of available resources need to be carefully monitored and treated, for they can be of straight influence on the results of transactions performed. In Brazil, and especially after the second half of the nineties, one could record a large number of company mergers, particularly among banking organizations. People with clearly distinct cultures, values, and beliefs were pooled into the same organizational bowl, and, in a few cases, were integrated in a hurried and disorderly manner, thereby resulting in clear dismantling of values. The results of local and international research work suggest that a significant portion of the critical success factors in any M&A process refer to the carefull integration of work teams, and adequate consideration to the characteristics of the involved individuals. During the period ranging from 1995 through 2004, Unibanco acquired and absorbed various companies, thereby setting up a very important study background in this field of knowledge. This work presents some of the cases illustrating the path adopted by Unibanco in the acquisition and integration of companies, by means of a Multiple Case Study, further subdivided into four main movements: 1 – “Banco Nacional”, 2 – “Banco Bandeirantes”, 3 – “Credibanco” and 4 – “Retail Companies”. In these cases, some strategic, operational, and – in a little more detail – people management aspects are highlighted and analysed, relating to the processes of post-acquisition integration employed by Unibanco during the research period. According to those analyses, it comes to perception that Unibanco performed a clear evolution in the organization or its postacquisition integration process, when viewed from the standpoint of the theoretical fundamental grounds set forth herein. Such evolution could be noticed in various aspects of the integration process, but mainly in three factors: organization of the transition team, communication, and focus on people during the whole process.

Ficha do documento

Tipo

Dissertação

Ano

2006

Instituição

Fundação Getulio Vargas

Fonte

Repositório da FGV

Idioma

Português

Acesso

Não informado

Identificador

oai:repositorio.fgv.br:10438/5482

Palavras-chave

IntegrationCultural fitPeople managementOrganização, recursos humanos e planejamentoGestao de pessoasAdequacao culturalIntegraçãoAdministração de empresasAdministração de pessoalEmpresas - Fusão e incorporaçãoIntegração socialCultura organizacionalRelações trabalhistasProgramas de integração na organização