How can we quckly learn about the latest thinking and action
in leading and implementing change and transition?


To purchase a selection, simply click on the book of your choice.

Joining Forces


Making One Plus One Equal Three in Mergers, Acquisitions and Alliances (Revised and Updated Second Edition)

“Joining Forces is a terrific resource for managers who want to understand the human dynamics of mergers and acquisitions, and a must-read for thse who have to lead their companies through one. It is based on the latest research and provides practical insights and advice from authors who know M&A inside out.”
— Edward E. Lawler III, Distinguished Professor of Business, University of Southern California

“This book will help both M&A veterans and those new to the game. The authors provide great insights into the human, cultural, organizational and strategic factors that matter in M&A success.”
— Richard Kovacevich, Chairman and CEO Emeritus, Wells Fargo & Co.

“I have personally witnessed how hard it is on everyone—employees, shareholders, communities, and especially executives—to work through an improperly managed merger. This new book reflects unequalled experience and intellect. Don’t merge, acquire or be acquired without it!”
— Michael R. Losey, CEO, Society for Human Resources Management (SHRM)

Charging Up The Hill


Workplace Recovery after Mergers, Acquisitions, and Alliances

As the economy strengthens and executives looks ahead to new opportunities, they urge employees to look ahead. Yet, employees respond with a shrug and ask, “why bother”? They are still holding onto the pain of mismanaged mergers and looking back at the damage done by difficult downsizings. The post-transition organization needs more than the economy’s recovery to get back on its feet — it needs effective leadership and management. And, it needs a workforce that has let go of the pain of the past and is willing to charge ahead and capture the prize that awaits as new business opportunities emerge. This insightful guide lays out the essential elements of successful transition management, providing the techniques and tips that executives and managers can use to lead the organization following a merger, acquisition, downsizing, or other major transition. Inspiring and informative, Charging Back Up the Hill empowers leaders to transform their workplaces in transition into the organizations that triumphs.

Resizing the Organization


Managing Layoffs, Divestitures, and Closings:
Maximizing the Gain While Minimizing the Pain

"A much-needed resource offers a wealth of theoretical information, best business practices, and winning techniques for executives who must guide their companies through the often difficult processes of mergers, acquisitions, downsizings, and other transitions."

Joining Forces


Making One Plus One Equal Three in Mergers, Acquisitions and Alliances

"Marks and Mirvis are veterans of the merger battlefield and report the action extremely well. The book is filled with examples and approaches to resolving some of the most common problems encountered when two firms integrate. The other plus about the book is its heavy emphasis on the people and cultural issues that so often get ignored in most corporate combinations."


Mitch has authored several articles in management and scholarly journals. Here is a sample of some of the article titles:

“A Framework for the Human Resources Role in Managing Culture in Mergers and Acquisitions,” Human Resource Management, 2011.

“Which Way Should You Downsize in a Crisis?,” MIT Sloan Management Review, 51 (1): 79-85, 2009.

“Preparing for Organizational Death: Proactive HR Engagement in an Organizational Transition,” Human Resource Management, 47 (4): 809-827, 2008.

“A Framework for Facilitating Adaptation to Organizational Transition,” Journal of Organizational Change Management, 28 (1): 721-739, 2007.

“Workplace Recovery after Mergers, Acquisitions, and Downsizings: Facilitating Individual Adaptation to Major Organizational Transitions,” Organizational Dynamics, 35 (4): 384-399, 2006

“Resizing the Organization: Maximizing the Gain While Minimizing the Pain of Layoffs, Divestitures, and Closings," Organizational Dynamics, 34 (4): 19-35, 2005.

“Making Mergers and Acquisitions Work: Managing the Human, Cultural and Organizational Issues,” Jigyasa: The Indian Journal of Human Resources and Organizational Development, 19 (1): 57-70, 2005.

“When Corporate Cultures Clash: A Guide for Directors,” Directors’ Monthly, 27 (11): 20-21, 2003.

“A Human Resources Survival Guide to Mergers, Acquisitions, and Downsizings,” HRMagazine, June, 2003

"Making Mergers and Acquisitions Work: Strategic and Psychological Preparation," Academy of Management Executive, 15 (2): 35-47, May 2001.

“Mixed Signals: Don’t Say Merger When You Mean Acquisition,” Across the Board, 37 (5): 21-27, 2000.

"Creating an Effective Transition Structure to Manage Mergers, Acquisitions and Alliances," Organizational Dynamics, 28 (3): 35-47, Winter 2000.

“Cultural Due Diligence: Early Actions to Enhance Merger and Acquisition Success,” Mergers and Acquisitions, 34, November/December 1999.

"How Mindset Clashes Get Merger Partners Off to a Bad Start," Mergers and Acquisitions, 33 (2): 29-36, September/October 1998.

"The CEO’s Mea Culpa," Across the Board, June 1995, 36-40.

"Rebuilding after the Merger: Dealing with Survivor Sickness," Organizational Dynamics, Autumn 1992, pp. 18-33.

"Consultations for Facilitating International Mergers and Acquisitions," Organization Development Journal, Summer 1991, pp. 17-23.

"Conducting an Employee Attitude Survey," Personnel Journal, 61: 684-691, 1982.

"Merging Human Resources: A Review of Current Research," Mergers and Acquisitions, 17 (2): 38-44, 1982.