Risk Assessment and Response Strategies for Corporate Human Resource Integration in the Context of Mergers and Acquisitions

Abstract

Against the backdrop of intensified market competition, mergers and acquisitions (M&A) and restructuring have become an important path for enterprises to optimize resource allocation, yet improper human resource integration is a major cause of M&A failures. This paper, supported by Hofstede's Cultural Dimensions Theory, Human Capital Theory, and other relevant theories, focuses on two core risks: cultural conflicts and staff placement. It combines multiple types of cases, such as cross-border M&A and mixed-ownership reforms of state-owned enterprises, and applies scientific assessment methods including core talent inventory and cultural compatibility evaluation.Through the in-depth integration of theory and practice, the paper draws logical countermeasures from successful cases, including respecting cultural differences, locking in core talents, implementing incremental integration, and enabling mutual empowerment. It aims to achieve prevention before M&A, implementation during M&A, and optimization after M&A, providing a reference with both theoretical depth and practical value for human resource integration in enterprise M&A and restructuring, and helping to realize the M&A value of "1+1>2".