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Journal articles on the topic 'Post-acquisition integration'

Author: Grafiati

Published: 4 June 2021

Last updated: 10 February 2022

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1

Datta, Deepak K. "Organizational fit and acquisition performance: Effects of post-acquisition integration." Strategic Management Journal 12, no. 4 (May 1991): 281–97. http://dx.doi.org/10.1002/smj.4250120404.

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2

Goh, Swee C. "Management strategies for successful post-acquisition integration." Academy of Management Perspectives 15, no. 1 (February 2001): 152–53. http://dx.doi.org/10.5465/ame.2001.4251566.

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3

Angwin, Duncan N., and Maureen Meadows. "New Integration Strategies for Post-Acquisition Management." Long Range Planning 48, no. 4 (August 2015): 235–51. http://dx.doi.org/10.1016/j.lrp.2014.04.001.

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4

Gerpott, Torsten J., and Fenna B. Neubauer. "Post-acquisition Integration Management and Takeover Performance." Journal of General Management 41, no. 4 (June 2016): 3–34. http://dx.doi.org/10.1177/030630701604100402.

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5

Razi, Nazila, and John Garrick. "The “betrayal effect” on post-acquisition integration." Qualitative Research in Accounting & Management 16, no. 2 (June 17, 2019): 279–303. http://dx.doi.org/10.1108/qram-01-2018-0004.

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Purpose This paper aims to draw on Latour’s (1991) conceptual “performative” framework to investigate the role of management control systems (MCSs) in the establishment of post-acquisition integration. The study adopts a qualitative case study approach, where data are collected and analysed from an Australian company which had recently completed a number of acquisitions. Findings demonstrate the performative powers and effects of MCSs, which contribute to shaping customer and sales integration activities, including the forms some resistance may take. In this case, a bitter betrayal was perceived to have occurred in an early stage of the merger, and this paper argues that the use of a performative theoretical framework has enabled subsequent post-acquisition integration strategies to be rendered more visible and thus actionable. Design/methodology/approach The study adopts a qualitative approach where data are collected and analysed from an Australian case study company which had recently completed a number of acquisitions. Research methods used include semi-structured interviews, a review of archival documents and observations to capture daily integration activities and practices of actors operating in the company. Findings Findings demonstrate the performative powers and effects of MCSs, which structure customer and sales integration activities and make post-acquisition integration relations strategy visible and actionable. Research limitations/implications Findings are only on one case study, and there is a need to undertake further detailed case studies across a range of industries and timeframes, plus, where possible, revisit such studies post hoc to assess the stability of success of the integration. Practical implications Integration strategy and strategic change may be constituted by non-human actants such as MCSs. Practitioners who are engaged in acquisitions and making integration decisions need to recognise that MCSs do not merely play a subordinate role to integration strategies, but rather is an important moderating variable that play an active role in their formulation, configuration and enactment. Originality/value A performative approach is taken to provide a broader analytical framework for analysing the construction and sustaining of post‐acquisition integration relations, where there is no distinction between technical and social dimensions of action but, rather, the two are merged. This makes it possible to overcome the limitations inherent in existing theoretical frameworks. Using this approach, integration relations involve construction of a network of entities that are enrolled to support, create and sustain the integration.

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Alluru, Jayanth-Reddy, Pooja Sankararaman, and Kathryn Tebbe. "Mittal’s acquisition strategies." Strategic Direction 32, no. 9 (September 12, 2016): 22–24. http://dx.doi.org/10.1108/sd-06-2016-0089.

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Purpose The paper highlights the success of ArcelorMittal’s acquisitions. Focusing on the strategy used to achieve smooth post-acquisition integrations of culturally distant state-owned firms. Design/methodology/approach This paper is a result of an exploratory research for qualitative information showing a similarity in the pattern in which post acquisition integrations were executed to successful completion in the history of ArcelorMittal. Findings Mittal’s post-acquisition integration processes began with programs such as the Knowledge Integration Program. These activities reduced pressure on issues related to the differences in the corporate cultures while increasing transparency among the departments of the acquired firms. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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7

Schwerdtfeger, Manuel Tabalbo, and Christiana Weber. "The Post-Acquisition Integration Process and the Role of Integration Managers." Academy of Management Proceedings 2015, no. 1 (January 2015): 18485. http://dx.doi.org/10.5465/ambpp.2015.18485abstract.

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Ai, Qi, and Hui Tan. "Acquirers’ prior related knowledge and post-acquisition integration." Journal of Organizational Change Management 30, no. 4 (July 3, 2017): 647–62. http://dx.doi.org/10.1108/jocm-08-2015-0145.

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Purpose This paper examines the role of acquirers’ prior related knowledge in the post-acquisition integration process. The purpose of this paper is to identify what constitutes the key prior related knowledge that can contribute to the reverse knowledge transfer following Chinese firms’ outward mergers and acquisitions (M&As) to Europe, and explain how prior related knowledge affects such transfer of knowledge. Design/methodology/approach The authors employ a multiple case study approach. Semi-structured interviews were conducted from February 2012 to June 2013 with 24 managers. Findings The authors find that, in addition to knowledge about the target, prior international business experience, R&D capability, and industrial capabilities are key components of acquirers’ prior related knowledge that can contribute to the success of M&A integration and post-acquisition reverse knowledge transfer. Indeed, Chinese acquirers’ prior related knowledge can influence the reverse knowledge transfer from acquired firms to acquirers by directly improving acquirers’ absorptive capacity and building a harmonious organisational climate to facilitate such transfer. Originality/value This paper contributes to the absorptive capacity and the cross-border M&A literature. It extends the current knowledge on the key components of an acquirer’s prior related knowledge in the outward M&A by Chinese firms. It also uncovers how post-acquisition reverse knowledge transfer is affected by acquirers’ prior related knowledge.

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9

Pablo, Amy L. "The case of post-acquisition integration design decisions." International Journal of Value-Based Management 8, no. 2 (1995): 149–61. http://dx.doi.org/10.1007/bf00892458.

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10

Vecchi, Alessandra. "Post-Acquisition Integration Strategies– Some illustrative evidence from Chinese acquisitions of Italian luxury firms." International Conference on Advances in Business, Management and Law (ICABML) 2017 1, no. 1 (December 24, 2017): 284–309. http://dx.doi.org/10.30585/icabml-cp.v1i1.27.

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Outward Foreign Direct Investment (OFDI) from emerging economies has begun to increase significantly and has been growing at a faster pace than FDI from the developed world. This research seeks to assess the impact of Chinese acquisitions and their implications for the Italian firms in the luxury sector. By relying on two in-depth case-studies, this paper presents a cross-case analysis of four Chinese acquisitions in order to provide some in-depth insights into the post-acquisition integration strategies implemented by the Chinese investors in the luxury Made in Italy sector. The study contributes to our understanding of how emerging market firms implement post-acquisition integration strategies when acquiring firms from advanced economies. To this end, the benefits and challenges associated with the post-acquisition integrations strategies implemented by the Chinese investors were identified. Keywords: OFDI, Chinese acquisitions, Post-acquisition strategy, Integration strategy, Made in Italy, luxury manufacturing sector

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11

Lu, Qing. "Is the speed of post-acquisition integration manageable? Case study: post-acquisition integration of HSBC with the Mercantile Bank, 1959–84." Business History 56, no. 8 (February 27, 2014): 1262–80. http://dx.doi.org/10.1080/00076791.2013.876533.

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12

Wei, Tian, and Jeremy Clegg. "Untangling the Integration–Performance Link: Levels of Integration and Functional Integration Strategies in Post‐Acquisition Integration." Journal of Management Studies 57, no. 8 (March 18, 2020): 1643–89. http://dx.doi.org/10.1111/joms.12571.

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13

Vancea, Mariana. "Challenges And Stakes Of The Post-acquisition Integration Process." Annales Universitatis Apulensis Series Oeconomica 1, no. 13 (June 30, 2011): 167–80. http://dx.doi.org/10.29302/oeconomica.2011.13.1.18.

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Bettinazzi, Emanuele Luca Maria. "Can’t Touch This! Post-Acquisition Integration and Stakeholder Relationships." Academy of Management Proceedings 2016, no. 1 (January 2016): 16613. http://dx.doi.org/10.5465/ambpp.2016.16613abstract.

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15

Villanti, Marco, Paola Salmi, and Giovanni Emanuele Corazza. "Differential Post Detection Integration Techniques for Robust Code Acquisition." IEEE Transactions on Communications 55, no. 11 (November 2007): 2172–84. http://dx.doi.org/10.1109/tcomm.2007.908535.

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16

Takhtehkar, Jawad Sayadi, and Martijn F. Rademakers. "Solving Post-acquisition Integration Failure from the Outside-in." Journal of Creating Value 6, no. 2 (November 2020): 232–48. http://dx.doi.org/10.1177/2394964320967787.

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In this article, we argue that post-acquisition performance can be improved by adding an outside-in business-level strategy to synergy-driven corporate-level strategy. Multinational companies (MNCs) frequently opt to accelerate new business development through the acquisition of innovative companies. We present an in-depth case study of an integration failure after a multi-million-dollar acquisition and also explore how the integration was eventually turned into a success. Initially, the synergies between the MNC legacy business and the acquired company do not play out as expected. As new business development stalls and important growth markets are missed, corporate value destruction occurs. As often happens, consultants are hired to fix the problem, but cannot turn the tide. Eventually, the MNC empowers key people inside the company and finds a way to solve the problem. The essence of the solution lies in deep, genuine, outside-in strategizing at the business level. In hindsight, the MNC suffered from corporate strategy myopia relying on high-level analyses and net-present value (NPV) calculations of potential synergies as a starting point for post-acquisition integration, instead of a clear, outside-in view of the strategic business model required to create value.

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17

Ibeh, Kevin, and Dilshod Makhmadshoev. "Post-acquisition integration behavior of nascent African multinational enterprises." Journal of Business Research 93 (December 2018): 255–67. http://dx.doi.org/10.1016/j.jbusres.2018.03.032.

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18

Vincze, Zsuzsanna, Linda Hällerstrand, Daniel Örtqvist, and Lena Rist. "Strategic Corporate Sustainability in a Post-Acquisition Context." Sustainability 13, no. 11 (May 27, 2021): 6017. http://dx.doi.org/10.3390/su13116017.

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To reach the global sustainability goals, multinationals, regardless of origin, play a significant role. Given their market power and globally distributed operations, they have the position to either accelerate or inhibit sustainability changes. Knowledge about how corporate sustainability (CS) develops within internationalization strategies such as post-acquisition integration is, however, sparse. The purpose of this paper was to analyze and evaluate the development of CS strategies of originally distant companies within an international post-acquisition context. The paper drew on the resource-based view (RBV) to provide a holistically integrated framework for the systematic evaluation of CS strategies and applied the framework to a longitudinal in-depth case study. Findings indicated that long-term perspective, partnering approach and, emphases on learning positively influenced the integration process and the maturity level of the common corporate sustainability strategies. In contributing with an in-depth understanding of strategic CS integration within a post-acquisition case, the study generated implications for proactive management in similar post-acquisition contexts. While the focus of this paper was neither on the differences in legislations and regulations as influencing factors nor on the national and organizational culture and their impact on the integration of strategic CS, these are relevant areas of interest, and future research could consider incorporating those into the new evaluation framework.

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Zhang, Ying, Etieno Enang, and Harry Sminia. "Post-acquisition integration of emerging market multinational corporations: a research agenda." Multinational Business Review 27, no. 1 (April 12, 2019): 4–34. http://dx.doi.org/10.1108/mbr-11-2017-0093.

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PurposeMergers and acquisitions being done by emerging market multinational corporations (EMNCs) increasingly attract scholarly attention. However, conclusions concerning the nature and the theoretical underpinnings of EMNCs’ post-acquisition integration vary significantly, calling for an assessment of the state of affairs in this field. This paper aims to critically review the extant studies on EMNCs’ post-acquisition integration and to make a comparison with advanced economy multinational corporations’ (AMNCs’) post-acquisition integration, in order to formulate an agenda for future research.Design/methodology/approachA sample of papers from 21 leading journals in the fields of international business, management, human resource management and strategy published between 1991 and March 2018 are included in the literature review. Qualitative content analysis was conducted.FindingsThe topics are clustered into the four themes of strategies and processes, influencing factors, acquisition performance and antecedents of post-acquisition integration of EMNCs. The literature on EMNCs and AMNCs converges with regard to the broad methodological and theoretical approaches that have been adopted. Yet, EMNCs and AMNCs diverge on the detailed strategies and behavioral patterns of post-acquisition integration, mostly as a consequence of country of origin factors.Originality/valueThe paper identifies a number of deficiencies within existing research and suggests how they can be addressed in future research. By doing so, the paper deepens the argumentation of the third camp in the “Goldilocks debate” (Cuervo-Cazurra, 2012) arguing that the phenomenon of post-acquisition of EMNCs is “just right” for theory extension and development.

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Rouzies, Audrey, Helene Loe Colman, and Duncan Angwin. "Recasting the dynamics of post-acquisition integration: An embeddedness perspective." Long Range Planning 52, no. 2 (April 2019): 271–82. http://dx.doi.org/10.1016/j.lrp.2018.03.003.

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Colman, Helene Loe, and Randi Lunnan. "Organizational Identification and Serendipitous Value Creation in Post-Acquisition Integration." Journal of Management 37, no. 3 (February 24, 2010): 839–60. http://dx.doi.org/10.1177/0149206309354645.

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LAKSHMAN, C. "HR ISSUES IN POST-ACQUISITION INTEGRATION: A KNOWLEDGE-BASED APPROACH." Academy of Management Proceedings 2010, no. 1 (August 2010): 1–6. http://dx.doi.org/10.5465/ambpp.2010.54499556.

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Colman, Helene Loe, Audrey Rouzies, and Randi Lunnan. "Social Integration Post-acquisition: How identity claims demarcate and compound." Academy of Management Proceedings 2012, no. 1 (July 2012): 14478. http://dx.doi.org/10.5465/ambpp.2012.14478abstract.

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Vuori, Natalia. "Dancing between Illusion and Reality: Decoupling in Post-acquisition Integration." Academy of Management Proceedings 2014, no. 1 (January 2014): 11913. http://dx.doi.org/10.5465/ambpp.2014.11913abstract.

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Razi, Nazila, Elizabeth More, and Gensheng Shen. "Risk Implications for the Role of Budgets in Implementing Post-Acquisition Systems Integration Strategies." Journal of Risk and Financial Management 14, no. 7 (July 13, 2021): 323. http://dx.doi.org/10.3390/jrfm14070323.

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This paper studies the role of budgets in implementing the systems integration strategies in an Australian post-acquisition case of two organisations and reducing its associated often-regarded high risks. It attempts a fresh narrative approach to examine the evolution of accounting and its effects on the challenges of post-acquisition integration processes by using the performative approach such as the sociotechnical networks of Actor Network Theory in a broader analytical framework as a possible solution to reducing the risks inherent in systems integration. The methodology of the case study is based on Callon’s model of Four-Moment translation where integration strategy and budgets are regarded as social practice and defined relationally as bundles of activities and take form in and through practice and interaction between diverse actors and actants. A qualitative approach is adopted in the examination of the systems integration networks in an Australian post-acquisition case. Data was collected and analysed using semi-structured interviews. It was found, through the examination of the routine practices of systems integration strategy making and how people enact and draw on a certain financial report on a daily basis to perform systems integration network strategies, that material forms of accounting act as a powerful structuring and inscription tool in integration activities, thus shaping integration strategic options and post-acquisition economic conditions of the organisation. The result shows how the risk could be reduced in the post-acquisition system integration. The research contributes to the risk, change, and accounting literatures by providing insights into the mundane and ordinary practices of different aspects of integration strategy making, and the way employees enact and draw on accounting numbers on a day-to-day basis to perform systems integration network strategies. This case study facilities this research to be further developed and broadened in terms of other cases, industries, and countries.

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Daniliuc, Sorin, Chris Bilson, and Greg Shailer. "The Interaction of Post-Acquisition Integration and Acquisition Focus in Relation to Long-Run Performance." International Review of Finance 14, no. 4 (October 10, 2014): 587–612. http://dx.doi.org/10.1111/irfi.12040.

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Ostapchuk, Igor, Taras Gagalyuk, and Jarmila Curtiss. "Post-acquisition integration and growth of farms: the case of Ukrainian agroholdings." International Food and Agribusiness Management Review 24, no. 4 (May 21, 2021): 615–36. http://dx.doi.org/10.22434/ifamr2020.0188.

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This paper presents a dynamic perspective on the processes of farm restructuring following farm acquisitions by large-scale agroholdings in Ukraine. In particular, the paper employs a large dataset of farm-level data and several quantitative techniques to explore how the acquired farms’ resource bases are integrated after acquisitions and what outcomes an acquisition brings about for farm growth, profitability and productivity. In general, acquisitions positively affect farm growth and productivity while agroholdings use various resource allocation, resource redeployment and investment/divestment instruments for the post-acquisition integration of farms. The variation in achieving profitable post-acquisition growth of farms is contingent upon a number of farm pre-acquisition characteristics, strategic growth orientations and timing of acquisitions.

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Brumana, Mara, and Giuseppe Delmestri. "Dueling Spouses. Power Games and Relational Metaphors in Post-Acquisition Integration." Academy of Management Proceedings 2016, no. 1 (January 2016): 15766. http://dx.doi.org/10.5465/ambpp.2016.15766abstract.

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Castellaneta, Francesco, and Giovanni Valentini. "The impact of experiential and deliberate learning on post-acquisition integration." Academy of Management Proceedings 2013, no. 1 (January 2013): 13583. http://dx.doi.org/10.5465/ambpp.2013.13583abstract.

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Lee, Sung-Jun, and Joongwha Kim. "Analyzing Culture Clashes in Post-acquisition Integration between Volvo and Samsung." Academy of Management Proceedings 2013, no. 1 (January 2013): 16552. http://dx.doi.org/10.5465/ambpp.2013.16552abstract.

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31

Puhakka, Hannu. "The role of accounting in making sense of post-acquisition integration." Scandinavian Journal of Management 33, no. 1 (March 2017): 12–22. http://dx.doi.org/10.1016/j.scaman.2016.12.001.

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32

COLMAN, HELENE LOE. "THE INTERACTION OF CONTRIBUTIVE AND ABSORPTIVE CAPACITIES IN POST-ACQUISITION INTEGRATION." Academy of Management Proceedings 2010, no. 1 (August 2010): 1–6. http://dx.doi.org/10.5465/ambpp.2010.54501094.

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Rovio‐Johansson, Airi. "Post‐acquisition integration: ways of sensemaking in a management team meeting." Qualitative Research in Organizations and Management: An International Journal 2, no. 1 (May 15, 2007): 4–22. http://dx.doi.org/10.1108/17465640710749090.

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Rouzies, Audrey, and Helene Loe Colman. "Identification Processes in Post-Acquisition Integration: The Role of Social Interactions." Corporate Reputation Review 15, no. 3 (July 31, 2012): 143–57. http://dx.doi.org/10.1057/crr.2012.8.

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35

Ulset, Svein. "Solving the Post-Acquisition Integration Challenge – The Roxar/Emerson Case." Beta 27, no. 02 (December 3, 2013): 124–42. http://dx.doi.org/10.18261/issn1504-3134-2013-02-04.

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Schweizer, Lars, and Holger Patzelt. "Employee commitment in the post-acquisition integration process: The effect of integration speed and leadership." Scandinavian Journal of Management 28, no. 4 (December 2012): 298–310. http://dx.doi.org/10.1016/j.scaman.2012.02.003.

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Jain, Samta, Smita Kashiramka, and P. K. Jain. "Cross-border M&As: integration practices from emerging economies." Journal of Business Strategy 41, no. 3 (July 25, 2019): 21–33. http://dx.doi.org/10.1108/jbs-01-2019-0018.

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Purpose The purpose of the study is to gain insights into the post-acquisition integration practices of Indian multinational companies involved in cross-border acquisitions. Design/methodology/approach The study is based on the primary data from a sample of Indian companies engaged in cross-border acquisitions. A survey (based on a structured questionnaire) method has been used to collect the relevant data. Findings Majority of the sample companies have successfully managed the post-acquisition phase and realized the anticipated synergies. These companies recognize the importance of cultural integration, people/HR integration and formal communication channel during the post-acquisition phase. Despite the integration strategy being profoundly influenced by cultural differences between two companies, the emphasis on these cultural differences especially during the due-diligence stage is lacking. These aspects have not been examined adequately during the due-diligence phase. Practical implications Based on the findings, a model of cross-border acquisition and integration process (AIP) in the context of emerging economies has been proposed; the model is expected to be applicable across all industries and organizations, especially in emerging economies. The proposed model should essentially help senior and middle managers to develop successful integration strategies. Moreover, the study holds immense potential for practitioners and academicians by providing them with a new thought on executing successful acquisitions. Originality/value To the best of the authors’ knowledge, no study has examined the post-acquisition integration approach in emerging economies. Moreover, rarely has any AIP model applicable across several organizations of all sizes and types from emerging economies been suggested in the literature. The suggested AIP model is the unique proposition of the paper.

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Tarba, Shlomo Y., Mohammad F. Ahammad, Paulina Junni, Peter Stokes, and Omri Morag. "The Impact of Organizational Culture Differences, Synergy Potential, and Autonomy Granted to the Acquired High-Tech Firms on the M&A Performance." Group & Organization Management 44, no. 3 (May 3, 2017): 483–520. http://dx.doi.org/10.1177/1059601117703267.

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The aim of the article is to examine the factors influencing the overall acquisition performance of the companies acquiring the high-tech firms. The data were gathered during 2007-2009 via a cross-sectional survey using a questionnaire on a sample of Israeli high-tech firms that were engaged in acquisitions. Given its global leading role in the high-tech sector, Israel constitutes an important site for the study of mergers in this industrial domain. The findings indicate that synergy potential (similarities and complementarities) between high-tech merging firms, effectiveness of post-acquisition integration, and organizational cultural differences positively influence the overall acquisition performance merging high-tech firms. Moreover, our findings suggest that organizational cultural differences moderate the relationship between effectiveness of post-acquisition integration and overall acquisition performance as such that positive effect of effectiveness of post-acquisition integration is higher when organizational differences are higher. Our findings indicate that organizational cultural differences also positively moderate the relationship between autonomy granted and the overall acquisition performance. An important contribution of the present article is the development of a conceptual framework incorporating the direct and moderating effect of organizational cultural differences and autonomy granted on the overall performance of acquisition.

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Pisano, Vincenzo, Rosario Faraci, Francesca Cabiddu, and Pasquale Massimo Picone. "Internationalization of firms: revitalizing the board of directors after a cross-border acquisition." Management Research: Journal of the Iberoamerican Academy of Management 15, no. 1 (April 10, 2017): 65–82. http://dx.doi.org/10.1108/mrjiam-10-2015-0614.

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Purpose This paper aims to show the importance of introducing an integration manager (i.e. an executive position used to channel the acquiring firm’s course of action and strengthen the success of a post-acquisition integration process) within the acquiring firm’s board of directors. Design/methodology/approach This is a theoretical paper that introduces the integration manager within the board of privately held firms going internationally via acquisitions and serving as an “out-insider” director able to balance the conflicting demands of the previously separated entities during their integration process. The authors present an explanatory case study that empirically contributes to the board of directors’ design for internationalization. Findings The authors posit that the integration manager serves as an “out-insider” director of the board for privately held firms, possessed by large-block shareholders, going internationally via acquisitions, providing the necessary expertise and knowledge of the target firm’s products and industry. Originality/value The provided study aims to show that international acquisitions, even though apparently less risky than greenfield investments, may require additional neutral information flow – both within the due-diligence process and the post-acquisition integration – that only outsiders possess. Such an outsider has been individuated in the integration manager whose crucial role focuses on smoothing the pre- and post-acquisition integration processes.

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Harp, Nancy L., and Beau Grant Barnes. "Internal Control Weaknesses and Acquisition Performance." Accounting Review 93, no. 1 (April 1, 2017): 235–58. http://dx.doi.org/10.2308/accr-51780.

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ABSTRACT This study examines internal control weaknesses (ICWs) reported under Sarbanes-Oxley (SOX) Section 302 in the context of mergers and acquisitions. We predict that problems in an acquirer's internal control environment have adverse operational implications for acquisition performance. We argue that acquirers with low-quality internal information needed to select profitable acquisitions will make poorer acquisition decisions. We also argue that ICWs impede effective monitoring and are likely to hinder integration tasks that are important to acquisition profitability. We find that ICWs disclosed prior to an acquisition announcement predict significantly lower post-acquisition operating performance and abnormal stock returns. Poorer post-acquisition performance is concentrated in ICWs that are expected to impede acquisition activities (i.e., forecasting/valuation, monitoring, and integration). Our findings contribute to the literature linking ineffective internal control over financial reporting to negative operational outcomes. We also contribute to the SOX cost-benefit debate by documenting a previously unidentified benefit of ICW disclosures.

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Vaara, Eero. "Post-acquisition Integration as Sensemaking: Glimpses of Ambiguity, Confusion, Hypocrisy, and Politicization." Journal of Management Studies 40, no. 4 (June 2003): 859–94. http://dx.doi.org/10.1111/1467-6486.00363.

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Vuori, Natalia, Timo O. Vuori, and Quy N. Huy. "Emotional practices: how masking negative emotions impacts the post‐acquisition integration process." Strategic Management Journal 39, no. 3 (December 11, 2017): 859–93. http://dx.doi.org/10.1002/smj.2729.

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Harikkala-Laihinen, Riikka, Mélanie Hassett, Johanna Raitis, and Niina Nummela. "Dialogue as a source of positive emotions during cross-border post-acquisition socio-cultural integration." Cross Cultural & Strategic Management 25, no. 1 (February 5, 2018): 183–208. http://dx.doi.org/10.1108/ccsm-09-2016-0163.

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Purpose The purpose of this paper is to analyse how dialogue can be used to promote post-acquisition socio-cultural integration. Specifically, it addresses questions regarding when and how companies can utilise dialogue to generate positivity regarding socio-cultural integration. Design/methodology/approach A single case study approach was adopted owing to its suitability for creating in-depth understanding in the context of socio-cultural integration. Primary data were collected via interviews, an employee satisfaction survey, and participant observation. Secondary data were obtained from the case company’s internal materials, such as strategies, integration workflows, and employee magazines. Analysis methods included descriptive statistics and thematic qualitative analysis. Findings The findings suggest that dialogue can be used to create positivity regarding socio-cultural integration throughout the stages of unfreezing, moving, and refreezing by actively engaging employees in voicing, listening, respecting, and suspending. It is proposed that cultural conflict during post-acquisition socio-cultural integration can be overcome through the generation of positivity; dialogue enables the collective management of emotions during post-acquisition integration by offering a platform for creating positivity and social cohesion; and due to its collaborative and engaging nature, dialogue provides an especially effective means of communication for overcoming cross-cultural conflict. Originality/value To the authors’ knowledge, this is the first attempt to showcase dialogue as a specific means of communication for creating positivity during cross-border socio-cultural integration. This study reached beyond comparative cultural research to offer views on positivity, emotion during socio-cultural integration, and dialogue as means for overcoming cross-cultural conflict.

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Mahadewi, Lufina. "Post-merger and Acquisition Integration: A Case Review of Dial Henkel And BP Amoco." International Journal of Business Studies 2, no. 1 (September 25, 2018): 49–61. http://dx.doi.org/10.32924/ijbs.v2i1.33.

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Post-merger and Acquisition (M&A) integration often deals with significant transformational changes of merging companies in terms of development, communication, implementation and harmonization of a new shared vision, strategic objective, corporate culture, and also combination of best companies’ value practices. The transformational change is accentuated on facilitating the role of developing and executing an effective post-M&A Integration to build change cohesively with the strategic management of M&A, and also in terms of removing barriers to the success of M&A transaction. The aims of this study are to give a clear and deep understanding on how to manage the soft factors issues that address in M&A process especially in the post-M&A integration process and also to elucidate the critical success factor of M&A process by instilling the best characteristics and the effectiveness level of leadership aspect in M&A. The methodology used in this research is descriptive qualitative research with a method or approach of a case study of Henkel’s Acquisition of The Dial Corporation in 2004. The acquisition of a USA company Dial by a German company Henkel evidenced that both companies were successful in M&A transaction and employed the effectiveness of multi-culture integration strategy. Another case study used in this research is British Petroleum (BP) and American Oil Company (Amoco) (also Atlantic Richield Company (ARCO) and Burmah Castrol) in 1998-2000. The case of BP Amoco showed that the monoculture integration strategy or cultural imposition can also lead to a value creation. Both case studies showed that successful integration requires leadership as a foundation to build a solid execution of post-M&A integration projects in how they planned, communicated and delivered the objectives of the projects.

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BARQAWI, NEDA, LARS MATHIASSEN, KAMRAN SYED, and SALONI FIRASTA VASTANI. "BALANCING COORDINATION AND AUTONOMY DURING POST-ACQUISITION WITHIN A HIGH-TECH FIRM." International Journal of Innovation Management 20, no. 03 (March 9, 2016): 1650036. http://dx.doi.org/10.1142/s1363919616500365.

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Extant literature suggests that acquisition of innovative capability is challenging: the acquired firm must be integrated to realise synergies, but such integration might jeopardise the ability to sustain its innovative capability within the acquiring firm. However, we know little about how managers address this coordination-autonomy dilemma post-acquisition. We therefore investigated how GlobalTech, a multi-national telecommunications solutions provider integrated SmartTech, a small, innovative firm with an adaptive infrastructure management solution and a customer-driven innovation approach. Drawing on dynamic capability theory (DCT) and focusing on structural integration and informal coordination, we reveal how the two management teams collaborated over a two-year period to sustain SmartTech’s innovation capability while at the same time leveraging it as part of GlobalTech’s position and future path. In conclusion, we present a process model with related action strategies for how organisations can orchestrate dynamic capability to manage the coordination-autonomy dilemma post-acquisition.

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De Noble, Alex F., Loren T. Gustafson, and Michael Hergert. "Making Acquisitions Work: Problems of Organizational Integration." Journal of Applied Business Research (JABR) 4, no. 1 (October 27, 2011): 150. http://dx.doi.org/10.19030/jabr.v4i1.6455.

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The United States is in the midst of the greatest merger and acquisition boom of all time. Despite the intense level of activity, the track record for mergers and acquisitions is poor. Recent research from the academic community suggests that the problems of integrating separate firms into a single entity may be responsible for this poor performance. The purpose of this article is to apply a conceptual framework of post-merger integration to a recent merger and to investigate the implications for improving the merger management process.

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Chang, She-I., I.-Cheng Chang, and Tawei Wang. "Information systems integration after merger and acquisition." Industrial Management & Data Systems 114, no. 1 (January 28, 2014): 37–52. http://dx.doi.org/10.1108/imds-03-2013-0157.

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Purpose – The main aim of this study is to perform a case study to understand the information systems (IS) integration strategy of two high-tech companies after merger and acquisition. Design/methodology/approach – The authors perform a case study on the mergers and acquisitions (M&A) of two high-tech companies to illustrate the IS integration activities in the M&A processes. Findings – This study summarizes 26 fields from the IS integration process in the post-M&A period. These 26 fields highlight the challenges when standardizing the integrated system and the impacts on work routines as well as cultural resistance. Originality/value – This study shows that the success of IS integration in the M&A context is determined by identifying critical functions and leveraging the pre-M&A know-hows of both companies. Furthermore, standardization may not be the first priority during the integration process. It is also beneficial to keep the uniqueness of the systems of both companies which reduces the concerns of potential resistance of the IT personnel. This study also has managerial implications. The findings suggest that identifying and prioritizing relevant fields in the context of a cross-business IS integration would improve the resource allocation decision and the effectiveness of post-integration evaluation.

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Faems, Dries, and Taco Reus. "Acquiring Divested Units: How Former and New Parents Jointly Shape Post-Acquisition Integration." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 10440. http://dx.doi.org/10.5465/ambpp.2019.289.

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Annosi, Maria Carmela, Elena Casprini, Antonella Martini, and Jessica Geovana Ramón Torres. "Post-acquisition knowledge management practices for exploration and exploitation: insights from a food service organization." Journal of Knowledge Management 25, no. 11 (June 3, 2021): 129–48. http://dx.doi.org/10.1108/jkm-10-2020-0784.

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Purpose Drawing from the knowledge-based view of the firm, this paper aims to explore the knowledge management practices that the acquirer uses to exploit its knowledge creating conditions for the exploitation of the target’s knowledge and to explore its knowledge by realizing routines for the integration of new knowledge within the target. Design/methodology/approach This paper presents an in-depth case study analysis based on the acquisition of a Dutch food service organization by an Italian company operating in the same sector. Findings The case study analysis reveals four mechanisms for knowledge integration, two aimed at exploiting the acquirer’s knowledge, and two aimed at exploring the acquirer’s knowledge. Originality/value This paper unveils that it is the interlinkage among organizational, human and technological factors, at multiple layers of the target, which allows the knowledge integration within the post-acquisition process.

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Parola, Heather R., Kimberly M. Ellis, and Peggy Golden. "Performance effects of top management team gender diversity during the merger and acquisition process." Management Decision 53, no. 1 (February 9, 2015): 57–74. http://dx.doi.org/10.1108/md-03-2014-0141.

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Purpose – The purpose of this paper is to uncover the performance effects of top management team (TMT) gender diversity in the merger and acquisition (M&A) process. To do so, an integration of the upper echelons perspective and the M&A process literature is offered to consider the “double-edge sword” of gender diversity on both pre- and post-integration performance. Additionally, the boundary effects of acquirer experience on the TMT gender diversity-performance relationship is examined. Design/methodology/approach – The hypotheses are tested in a sample of 310 acquisitions by Fortune 1,000 companies. Multiple regression analysis is utilized to test the effects on the two different performance variables. Findings – The findings reveal that TMT gender diversity is beneficial to pre-integration performance, but hinders post-integration performance. Additionally, the findings provide evidence that acquirer experience can overcome the negative effects of gender diversity in post-integration performance. Originality/value – This study contributes to a better understanding of the double-edge sword of TMT gender diversity by providing evidence that performance implications depend on the performance variable of interest. Specifically in the M&A context, gender diversity has differing effects on pre- and post-integration performance.

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