{"id":{"repo_id":"uwtsd","oai_identifier":"oai:repository.uwtsd.ac.uk:2540"},"canonical_url":"https://search.dev.ndltd.org/etd/uwtsd/oai:repository.uwtsd.ac.uk:2540","repository":{"repo_id":"uwtsd","name":"University of Wales Trinity Saint David","base_url":"https://repository.uwtsd.ac.uk/cgi/oai2"},"display":{"title":"Linking Leadership, Investment Strategy and Competence to Organizational Performance with special reference to post-M&A firms","abstract":"M&A is an important research topic in the areas of strategic management, organization development, leadership, management of change, and corporate culture. There are seminal works with solid empirical evidence of effective M&A strategic planning, leadership, competence, and effective cultural integration as success factors for realizing M&A strategic goals. However, managing the entire M&A strategic planning and execution process holistically with synergistic integration of the three domains that the 3H framework (Yu, 2019) advocates has not been studied. With due respect to the significance of the previous studies on single or couples of key independent variables, it appears that they have offered some necessary yet not sufficient conditions for securing effective M&A strategic planning and execution. It is envisaged that this study will help illuminate the holistic management approach in this important research topic. For this study, the main research problem statement is “M&A strategy, leadership and employee competence have a direct impact on the merged organizational performance. However, in order to realize the intended M&A synergies, it is hypothesized that the acquirer has to adopt a holistic approach to manage all these three constructs effectively and efficiently.” This study provides a holistic view of the key factors affecting the performance of post-M&A performance. The findings of the study have been used to develop a 3H-M&A framework and model which link Leadership, Strategy and Competence to post-M&A organizational performance.","abstract_html":"M&A is an important research topic in the areas of strategic management, organization development, leadership, management of change, and corporate culture. There are seminal works with solid empirical evidence of effective M&A strategic planning, leadership, competence, and effective cultural integration as success factors for realizing M&A strategic goals. However, managing the entire M&A strategic planning and execution process holistically with synergistic integration of the three domains that the 3H framework (Yu, 2019) advocates has not been studied. With due respect to the significance of the previous studies on single or couples of key independent variables, it appears that they have offered some necessary yet not sufficient conditions for securing effective M&A strategic planning and execution. It is envisaged that this study will help illuminate the holistic management approach in this important research topic. For this study, the main research problem statement is “M&A strategy, leadership and employee competence have a direct impact on the merged organizational performance. However, in order to realize the intended M&A synergies, it is hypothesized that the acquirer has to adopt a holistic approach to manage all these three constructs effectively and efficiently.” This study provides a holistic view of the key factors affecting the performance of post-M&A performance. The findings of the study have been used to develop a 3H-M&A framework and model which link Leadership, Strategy and Competence to post-M&A organizational performance.","abstract_has_math":false,"creators":["Chan, Raymond"],"institution":"University of Wales Trinity Saint David","degree_name":"dba","degree_level":"doctoral","degree_discipline":null,"degree_department":null,"school":null,"contributors":[],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2023,"date_issued":"2023-06","date_published":"2023-06","updated_at":"2026-07-24T05:52:59Z","subjects":["H Gwyddorau Cymdeithasol (Cyffredinol)","HD28 Rheoli. Rheoli Diwydiannol"],"languages":[],"rights":[],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier.grantnumber","label":"Dc Identifier Grantnumber","values":["UWTSD"],"render_values":[{"text":"UWTSD","href":null,"code":true}]}]},"links":{"outbound_url":"https://doi.org/10.82227/repository.uwtsd.ac.uk.00002540","outbound_label":"DOI","outbound_source":"dc:identifier.doi"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor.sponsor","label":"Sponsor","values":["University of Wales Trinity Saint David"]},{"key":"dc:creator","label":"Author","values":["Chan, Raymond"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2023-06-15"]},{"key":"dc:date.issued","label":"Date","values":["2023-06"]},{"key":"dc:publisher.commercial","label":"Dc Publisher Commercial","values":["University of Wales Trinity Saint David"]},{"key":"dc:publisher.department","label":"Dc Publisher Department","values":["Traethodau PhD","Institute of Management and Health: Business, Finance and Management"]},{"key":"dc:publisher.institution","label":"Dc Publisher Institution","values":["University of Wales Trinity Saint David"]},{"key":"dc:relation.isreferencedby","label":"Dc Relation Isreferencedby","values":["https://repository.uwtsd.ac.uk/id/eprint/2540/"]},{"key":"dc:type","label":"Dc Type","values":["Gosodiad"]},{"key":"dc:type.qualificationlevel","label":"Dc Type Qualificationlevel","values":["doctoral"]},{"key":"dc:type.qualificationname","label":"Dc Type Qualificationname","values":["dba"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["H Gwyddorau Cymdeithasol (Cyffredinol)","HD28 Rheoli. Rheoli Diwydiannol"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.doi","label":"DOI","values":["10.82227/repository.uwtsd.ac.uk.00002540"]},{"key":"dc:identifier.grantnumber","label":"Dc Identifier Grantnumber","values":["UWTSD"]},{"key":"dc:identifier.uri","label":"Identifier URI","values":["https://repository.uwtsd.ac.uk/id/eprint/2540/1/Chan%2C%20Raymond%20%282023%29%20DBA%20Linking%20leadership%2C%20investment%20strategy%20and%20competence.pdf"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["M&A is an important research topic in the areas of strategic management, organization development, leadership, management of change, and corporate culture. There are seminal works with solid empirical evidence of effective M&A strategic planning, leadership, competence, and effective cultural integration as success factors for realizing M&A strategic goals. However, managing the entire M&A strategic planning and execution process holistically with synergistic integration of the three domains that the 3H framework (Yu, 2019) advocates has not been studied. With due respect to the significance of the previous studies on single or couples of key independent variables, it appears that they have offered some necessary yet not sufficient conditions for securing effective M&A strategic planning and execution. It is envisaged that this study will help illuminate the holistic management approach in this important research topic. For this study, the main research problem statement is “M&A strategy, leadership and employee competence have a direct impact on the merged organizational performance. However, in order to realize the intended M&A synergies, it is hypothesized that the acquirer has to adopt a holistic approach to manage all these three constructs effectively and efficiently.” This study provides a holistic view of the key factors affecting the performance of post-M&A performance. The findings of the study have been used to develop a 3H-M&A framework and model which link Leadership, Strategy and Competence to post-M&A organizational performance."]},{"key":"dc:format","label":"Dc Format","values":["text"]},{"key":"dc:title","label":"Title","values":["Linking Leadership, Investment Strategy and Competence to Organizational Performance with special reference to post-M&A firms"]}]}],"canonical_facts":{"dc:contributor.sponsor":["University of Wales Trinity Saint David"],"dc:creator":["Chan, Raymond"],"dc:date":["2023-06-15"],"dc:date.issued":["2023-06"],"dc:description.abstract":["M&A is an important research topic in the areas of strategic management, organization development, leadership, management of change, and corporate culture. There are seminal works with solid empirical evidence of effective M&A strategic planning, leadership, competence, and effective cultural integration as success factors for realizing M&A strategic goals. However, managing the entire M&A strategic planning and execution process holistically with synergistic integration of the three domains that the 3H framework (Yu, 2019) advocates has not been studied. With due respect to the significance of the previous studies on single or couples of key independent variables, it appears that they have offered some necessary yet not sufficient conditions for securing effective M&A strategic planning and execution. It is envisaged that this study will help illuminate the holistic management approach in this important research topic. For this study, the main research problem statement is “M&A strategy, leadership and employee competence have a direct impact on the merged organizational performance. However, in order to realize the intended M&A synergies, it is hypothesized that the acquirer has to adopt a holistic approach to manage all these three constructs effectively and efficiently.” This study provides a holistic view of the key factors affecting the performance of post-M&A performance. The findings of the study have been used to develop a 3H-M&A framework and model which link Leadership, Strategy and Competence to post-M&A organizational performance."],"dc:format":["text"],"dc:identifier.doi":["10.82227/repository.uwtsd.ac.uk.00002540"],"dc:identifier.grantnumber":["UWTSD"],"dc:identifier.uri":["https://repository.uwtsd.ac.uk/id/eprint/2540/1/Chan%2C%20Raymond%20%282023%29%20DBA%20Linking%20leadership%2C%20investment%20strategy%20and%20competence.pdf"],"dc:publisher.commercial":["University of Wales Trinity Saint David"],"dc:publisher.department":["Traethodau PhD","Institute of Management and Health: Business, Finance and Management"],"dc:publisher.institution":["University of Wales Trinity Saint David"],"dc:relation.isreferencedby":["https://repository.uwtsd.ac.uk/id/eprint/2540/"],"dc:subject":["H Gwyddorau Cymdeithasol (Cyffredinol)","HD28 Rheoli. Rheoli Diwydiannol"],"dc:title":["Linking Leadership, Investment Strategy and Competence to Organizational Performance with special reference to post-M&A firms"],"dc:type":["Gosodiad"],"dc:type.qualificationlevel":["doctoral"],"dc:type.qualificationname":["dba"]},"updated_at":"2026-07-24T05:52:59Z"}