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Abstract

This is the second of a two-case series. Case (B) illustrates a variety of responses among people from the Halifax and Leeds to the merger. This plus the video demonstrates the very personal impact of a merger, the concern for jobs, working hours, benefits etc. Also the central view of planned change.
Location:
UK
Industry:
Building society, banking
Size:
20,000 employees
Other setting(s):
1994-1995
Teaching note
-
Reference no. 498-055-8
Subject category: Human Resource Management / Organisational Behaviour
Authors: John Hunt (London Business School (LBS)); Mark R Fenton-O'Creevy (London Business School (LBS)); Carol Lovesy (London Business School (LBS))
Published by: London Business School
Published in: 1998
Length: 2 pages
Data source: Field research
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Case
-
Reference no. 498-054-1
Subject category: Human Resource Management / Organisational Behaviour
Authors: John Hunt (London Business School (LBS)); Mark R Fenton-O'Creevy (London Business School (LBS)); Carol Lovesy (London Business School (LBS))
Published by: London Business School
Published in: 1998
Length: 13 pages
Data source: Field research
Topics: Merging two service firms; Strategic objectives; Cultures of two firms; Planning the merger
View full details
Supporting video
-
Reference no. 498-054-3
Subject category: Human Resource Management / Organisational Behaviour
Authors: John Hunt (London Business School (LBS)); Mark R Fenton-O'Creevy (London Business School (LBS)); Carol Lovesy (London Business School (LBS))
Published by: London Business School
Published in: 1998
Length: 37 minutes
Data source: Field research
Topics: Merging two service firms; Strategic objectives; Cultures of two firms; Planning the merger
Notes: File size 3.37GB. Click for more information.
View full details

About

Abstract

This is the second of a two-case series. Case (B) illustrates a variety of responses among people from the Halifax and Leeds to the merger. This plus the video demonstrates the very personal impact of a merger, the concern for jobs, working hours, benefits etc. Also the central view of planned change.

Settings

Location:
UK
Industry:
Building society, banking
Size:
20,000 employees
Other setting(s):
1994-1995

Related

Teaching note
-
Reference no. 498-055-8
Subject category: Human Resource Management / Organisational Behaviour
Authors: John Hunt (London Business School (LBS)); Mark R Fenton-O'Creevy (London Business School (LBS)); Carol Lovesy (London Business School (LBS))
Published by: London Business School
Published in: 1998
Length: 2 pages
Data source: Field research
View full details
Case
-
Reference no. 498-054-1
Subject category: Human Resource Management / Organisational Behaviour
Authors: John Hunt (London Business School (LBS)); Mark R Fenton-O'Creevy (London Business School (LBS)); Carol Lovesy (London Business School (LBS))
Published by: London Business School
Published in: 1998
Length: 13 pages
Data source: Field research
Topics: Merging two service firms; Strategic objectives; Cultures of two firms; Planning the merger
View full details
Supporting video
-
Reference no. 498-054-3
Subject category: Human Resource Management / Organisational Behaviour
Authors: John Hunt (London Business School (LBS)); Mark R Fenton-O'Creevy (London Business School (LBS)); Carol Lovesy (London Business School (LBS))
Published by: London Business School
Published in: 1998
Length: 37 minutes
Data source: Field research
Topics: Merging two service firms; Strategic objectives; Cultures of two firms; Planning the merger
Notes: File size 3.37GB. Click for more information.
View full details