Strategic Talent Management in Cross-Border Fintech Acquisitions: The Case of an African Fintech Acquiring an American Firm

Abstract

In the fast-evolving African fintech industry, cross-border acquisitions present unique challenges, particularly in aligning talent expectations and organizational culture. This study explores the role of the talent management function before, during, and after an acquisition, focusing on the case of an African fintech (Company A) acquiring an American fintech (Company B). Unlike mergers, acquisitions often create power asymmetries, requiring strategic talent interventions to manage leadership transitions, employee retention, and cultural integration. Using a qualitative case study approach, this research draws insights from semi-structured interviews with HR leaders, managers, and employees who have navigated both acquiring and acquired scenarios. The study examines how talent management contributes to aligning workforce expectations, mitigating cultural friction, and ensuring organisational stability through all phases of acquisition. Findings highlight key talent integration challenges, such as disparities in organizational culture, leadership expectations, and workforce adaptation strategies between African and American fintech firms. This paper contributes to the limited research on talent management in African fintech acquisitions, offering practical insights for HR professionals, leaders, and policymakers involved in cross-border transactions. By addressing critical talent-related misalignments, this study provides a framework for enhancing cultural synergy and long-term workforce engagement in global fintech acquisitions.