1- national economies have spurred the growth of cross-border mergers and acquisitions

activities over the past two decades.

2- According to UNCTAD (2000), UK is one of
the largest acquiring countries in the world with a share of about 30 per cent of the total
value of global cross-border mergers and acquisitions.
3-, the research on the UK CBM&As have not kept pace with the phenomenal growth rate.
4- important aspect of merger and acquisition activities is the size of the acquisition deals.
5- The theories of mergers and acquisitions (M&As) have laid some support for the proposition that
the value of the merging firms may increase after M&As.
6- the target firm shareholders are the winners and acquiring firm
shareholders may or may not win in the case of domestic mergers and acquisitions
7- Mergers and acquisitions (M&A) is treated as a long-term
strategic orientation based on human resource advantage rather than a tactic to pursue short-term
goals
8- The findings confirm that bankingM&A could be very effective when the firm had high HR
capability.
9- By extending previous investigations which showed that M&A strategy and
HR capacity should be independently treated.
10-. Many companies are pursuing mergers and acquisitions (M&A) as a primary growth strategy,
especially for firms in newly deregulated banking industry.
11- M&As affect shareholders, stakeholders, and customer sell-publicized M&As have transformed
the regional banks into national or even international banks.
12- A merger or acquisition is a firms important strategic move that can influence or be influenced by
all aspects of business operations over a long period of time.
13- M&A should be seen as a long-term strategic orientation of the firm instead of a
one-time business tactic for short-term goals.
14- The failure of M&A can often be attributed to HR factors such as culture and
management differences, poor motivation, leaving of personnel, and uncertain
long-term goals.
15- The firm has an incentive to merge or acquire other firms that own complementary resources.
16-. Hagedoorn and Dysters (2002) suggest that M&A can be one of the alternatives that firms have
to exploit external sources of innovative competencies to protect their core businesses.
17- M&A has been a frequently adapted strategy to improve geographic coverage of
markets, to acquire promising technologies, to reduce costs, and to seek greater scale
18- By acquiring an existing firm in a market where the acquirer has
little presence, the acquiring firm can expand to new markets and pursue new business
opportunities.

19-An important factor affecting the success of acquisitions is the top managements
ability to gain employee trust and support for HR investments, while the existing
quality of employee relations seems to be the most important facilitator for
post-acquisition integration.
20- Since the majority of mergers and acquisitions do not meet expected results, it is
imperative to assess the usefulness of M&A concept as a strategy tool.
21- Manifold criteria for evaluating M&A deals have been created, and numerous factors
apparently influencing the success of anM&A project have been identified.
22- M&As are a frequently used means in the strategic repertoire of major industrial

corporations and financial institutions.

23- On an aggregated level, the M&A market has
exhibited strongly cyclical behavior with an underlying positive trend.
24- M&As affect economies, industries, organizations, as well as individuals
substantially.
25- The terms M&As are used in this paper to
describe differences in the distribution of power between the two formerly independent
organizational entities.