A merger may look flawless on paper. But when employees lose trust, confidence, and commitment, even the strongest deal can begin to unravel.

Being Acquired puts people at the center of the M&A equation. Drawing on decades of management-consulting experience, firsthand involvement in acquisitions from both sides of the transaction, and original doctoral research, Daniel P. Jackson reveals why employees stay, disengage, or walk away—and what leaders can do about it.

Through real employee experiences and practical analysis, Jackson identifies seven critical principles that shape organizational commitment during an acquisition: executive leadership, company culture, communication, working and reporting relationships, policies and benefits, organizational strategy, and effective change management.

The result is an accessible, research-based playbook for reducing disruption, retaining talent, protecting culture, and preserving the value an acquisition was meant to create.

Whether you are buying a company, selling one, advising on a transaction, leading an integration, or suddenly hearing the words “We’ve been acquired,” this book offers a clearer way through the uncertainty—and a practical roadmap for making change work for both the business and its people.