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This paper systematically examines human influence on M&A success, addressing a literature gap by proposing managerial, organizational and behavioral attributes (MOBA) framework. The study uses a systematic literature review and thematic analysis to investigate the impact of executives' traits on M&A success, analyzing 124 studies from 2017 to 2023. It identifies eight key themes: leadership styles, decision-making capabilities, managerial abilities, psychological biases, risk attitudes, stress management strategies, sociocultural factors, and language influences. The MOBA framework, a threedimensional model, is developed to understand the interplay between managerial attributes, behavioral attributes, and organizational factors in M&A success. The paper emphasizes the importance of non-financial metrics for a comprehensive post-merger performance evaluation. It provides insights into managerial capability's impact on performance, revealing connections between various managerial dimensions. The findings are particularly relevant to the banking sector and M&A-intensive industries, highlighting the need for assessing individual characteristics for strategic decision making. The paper suggests future research to refine our understanding of managerial ability in M&A contexts. It enriches our understanding of M&A by studying the interconnections between various managerial aspects, and offers a comprehensive framework for future studies. [ABSTRACT FROM AUTHOR]

The paper provides a practitioner’s perspective on the compliance deficiencies in banks, which are deep-rooted in the cultural deficit and ethical vacuum. It delves into the behavioral dimensions and suggests ways to strengthen the efficacy of compliance through leadership, ethics, transparency, and cultural capital. It underlines that compliance deficiencies arise chiefly because of the gap between stated and realized organizational ethos, ethical vacuum, and leadership conundrums. Lack of the desired tone and action from the top, and weaknesses in the ethical foundation of organizational behavior lead to a deterioration in the effectiveness of compliance. It examines what it takes to achieve and nurture cultural capital and strengthen trust and finds that knowing the theory is not sufficient and one must have a strong ethical cultural capital and sound leadership. An organizational fabric built on integrity, inclusivity, independence, ethics and transparency, though difficult to put in place and sustain, once ingrained in the organization’s bloodstream, makes it natural and spontaneous to have an effective compliance and governance system. [ABSTRACT FROM AUTHOR]