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Journal articles on the topic 'Successful post-merger integration'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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1

Bohlin, Nils, Eliot Daley, and Sue Thomson. "Successful Post‐Merger Integration: Realizing the Synergies." Handbook of Business Strategy 1, no. 1 (2000): 225–31. http://dx.doi.org/10.1108/eb060225.

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2

Lundqvist, Siw. "POST-MERGER INTEGRATION ISSUES: THE IMPORTANCE OF EARLY APPOINTMENT OF NEW MANAGERS FOR SUCCESSFUL PMI." Problems of Management in the 21st Century 3, no. 1 (2012): 63–80. http://dx.doi.org/10.33225/pmc/12.03.62.

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Managers in the 21th century need to understand how to best show leadership in a merger – not least because of the many unsuccessful post-merger integrations that have been reported in many case-studies. The human factor is fundamental to preventing post-merger failure. A longitudinal case-study, that follows a merger in the public sector, aims at verifying the recommendations in the literature on how to prevent and counter resistance to change. The administrators, whose opinions were investigated, were enthusiastically looking forward to the merger, even though they expected changes to both t
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3

Stevcevska Srbinoska, Dusica, and Edi Smokvarski. "Post-merger Integration Approaches: Case Analysis of the One. Vip Macedonia Merger." Asian Journal of Finance & Accounting 8, no. 2 (2017): 228. http://dx.doi.org/10.5296/ajfa.v8i2.10288.

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Selecting the best integration approach is a meticulous and sensitive process that can mold the completion of the merger and/or acquisition transaction. In this paper, I discuss that implementing the proper integration approach leads to mitigating or increasing impending risks when going into major company restructuring events. If proper selection and execution takes place, and all related processes and expectations of the parties involved are duly taken into account, successful post-merger integration can be concluded in the Republic of Macedonia in spite of numerous difficulties. One of the
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4

Patel, Jignesh. "Evaluating the Efficacy of Mergers and Acquisitions." International Journal of Management and Development Studies 10, no. 07 (2021): 01–04. http://dx.doi.org/10.53983/ijmds.v10i07.373.

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Competition is fierce, and companies must team up to survive in an industry where specialized knowledge is sovereign. One of the largest, most critical, and most difficult parts of a business merger is the successful integration of the enterprise networks of the merger partners. BPO Systems has the expertise and skills to make your merger or acquisition a much smoother process. An attempt has been made to draw the results of only some of the earlier studies while analyzing the causes of failure of majority of the mergers in this exploratory Research paper. Making the mergers work successfully
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5

Barros, Rafael Hernandez, and Ignacio López Domínguez. "INTEGRATION STRATEGIES FOR THE SUCCESS OF MERGERS AND ACQUISITIONS IN FINANCIAL SERVICES COMPANIES." Journal of Business Economics and Management 14, no. 5 (2013): 979–92. http://dx.doi.org/10.3846/16111699.2013.804875.

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The research shows how managers can plan a successful integration process following a merger and acquisition. Presents a series of frameworks which discuss understanding value creation in mergers and acquisitions, selecting the right strategy and managing the integration process; drawn largely from research studies and interviews made to managers with experience in leading integration processes of financial services companies in Europe, Latin America and USA. Concludes that, by following the key drivers framework described, managers can turn the integration process into a successful project, a
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6

Romero-Martínez, Ana M., and María Concepción García-Gómez. "The successful takeover of La Sexta by Antena 3: pre- and post-merger factors." Management Research: Journal of the Iberoamerican Academy of Management 15, no. 1 (2017): 47–64. http://dx.doi.org/10.1108/mrjiam-03-2016-0660.

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Purpose The purpose of this paper is to investigate the merger arranged in the audiovisual sector between Antena 3 and La Sexta, and specifically the pre- and post-merger factors. This study adopts a comprehensive approach for the analysis of the reasons behind this strategic decision and the role that structural and human integration and the decision on the right momentum and integration speed played in the merger success. Design/methodology/approach A single case study research method is used. This qualitative methodology provides richer data to understand complex transactions such as merger
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7

Vieru, Dragos, and Marie-Claude Trudel. "Unpredictable Reconfigurations." International Journal of Social and Organizational Dynamics in IT 3, no. 1 (2013): 47–60. http://dx.doi.org/10.4018/ijsodit.2013010104.

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A merger is the result of a strategic decision aimed at creating synergy. Notwithstanding mergers’ expected benefits, their outcomes are often beset by problems such as employees’ high levels of stress, dissatisfaction and resistance. Research suggests that these problems are often related to the issue of boundary management during the post-merger integration phase (PMI), which refers to the degree of integration required among the merging parties and the degree of autonomy, that each must retain for the merger to achieve synergy. The literature identifies information systems (IS) as being a k
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8

Alfarajat, Jihad, and Mohammad M. Alalaya. "Behavioral Organization: Merger–Acquisition Integration (Theoretical Approach and Applied) for Jordan Companies." International Journal of Emerging Research in Management and Technology 7, no. 2 (2018): 26. http://dx.doi.org/10.23956/ijermt.v7i2.14.

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This study as other previous studies finds that theory puts has a higher consequence as outcome arising from pre-existing structural characteristic. Also there is clear evidence that complexity is the most predominate, enhance, this study aims to examine the performance of merger –acquisition of organization as it involves the pre-established structural specific characteristic, as team behavior, infrastructure support, organization complexity, enhance the effect task structure, and motivation, also the willingness to share information and cultural unification. Also we have used (Vasconellos an
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9

Mahadewi, Lufina. "Post-merger and Acquisition Integration: A Case Review of Dial Henkel And BP Amoco." International Journal of Business Studies 2, no. 1 (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.
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10

Saxena, Nishant, and Marius Ungerer. "Cipla-Medpro acquisition: the pre- and post-merger story." Emerald Emerging Markets Case Studies 9, no. 1 (2019): 1–42. http://dx.doi.org/10.1108/eemcs-12-2017-0260.

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Title Cipla-Medpro acquisition: the pre- and post-merger story. Learning outcomes The learning outcomes are as follows: to develop a deeper understanding of the pre- and post-merger factors that should be considered in an M&A transaction; to develop an appreciation of the human capital and organisation cultural aspects involved in cross-country M&A’s; to develop an understanding of the role of leaders and an integration team to make an M&A realise the intended value; and to develop a sensitivity for doing an M&A in a developing country like South Africa. Case overview/synopsis
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11

Thelisson, Anne-Sophie, Audrey Missonier, Gilles Guieu, and Lotte S. Luscher. "A paradoxical approach symbiotic to postmerger integration: a French longitudinal case study." European Business Review 31, no. 2 (2019): 232–59. http://dx.doi.org/10.1108/ebr-08-2017-0158.

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Purpose This paper aims to examine post-merger integration (PMI) through the lens of paradox to determine how paradoxes contribute to successful integration. Although PMI has been identified as crucial to understand merger success or failure, the literature on PMI drivers remains inconclusive. Design/methodology/approach Drawing on the theory of paradox and two key elements of PMI, strategic interdependency (SI) and organizational autonomy (OA), the authors describe the merger of two listed French companies using longitudinal data. Findings The authors identify how the paradox between OA and S
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12

V. De Leon, Myra. "Impact of managerial communication, managerial support, and organizational culture difference on turnover intention: A tale of two merged banks." Problems and Perspectives in Management 18, no. 4 (2020): 376–87. http://dx.doi.org/10.21511/ppm.18(4).2020.30.

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Mergers and acquisitions are critical mechanisms for promoting the stable and effective production of the financial sector, and an effort to improve the strategic edge of financial institutions. M&A process also entails a high degree of confusion, which can be difficult for the workers. This study was conducted in the Philippines to examine the differences in the employees’ opinion in managerial communication, managerial support, and organizational culture difference relative to employee turnover. It also seeks to determine if the socio-demographic profile of respondents has a sign
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13

Castro-Casal, Carmen, Edelmira Neira-Fontela, and M. Dolores Álvarez-Pérez. "Human resources retention and knowledge transfer in mergers and acquisitions." Journal of Management & Organization 19, no. 2 (2013): 188–209. http://dx.doi.org/10.1017/jmo.2013.11.

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AbstractMergers and acquisitions can be a mechanism used by firms to access innovative knowledge, including intellectual property, and to strengthen and expand their core capabilities. In the mergers and acquisition context, the creation of value depends on the transfer of capabilities and knowledge being carried out successfully during the post-acquisition integration process. The paper adopts this view. It examines the role of the top management and personnel who hold knowledge and skills linked to the capability of the acquired firm considered most valuable by the acquiring firm in the tran
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14

Voth, Jeffrey M. "Five essentials for successful merger integration: what the aerospace and defense industry knows." Journal of Business Strategy ahead-of-print, ahead-of-print (2020). http://dx.doi.org/10.1108/jbs-02-2020-0045.

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Purpose This paper aims to offer an original analysis of how three of the largest aerospace and defense (A&D) companies equipped their organizations for merger integration success. Design/methodology/approach Through a multi-case study, this paper explores the post-merger integration process for large-scale transactions completed over a 25-year period. Semi-structured interviews were conducted with industry executives and leading management consultants. The process involved collection of primary data, analysis of secondary data drawn from publicly available company documents and identifica
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15

Bruner, Robert F., and Chad Rynbrandt. "Exercises in the Strategy of Post-Merger Integration." Darden Business Publishing Cases, January 20, 2017, 1–7. http://dx.doi.org/10.1108/case.darden.2016.000114.

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This case recounts the announced terms of five prominent acquisitions of the late 1990s, and asks the student to suggest a preliminary strategy for integrating the target firm into the buyer. The five acquisitions are America Online/Time Warner, British Petroleum/Amoco, Daimler-Benz/Chrysler, Union Pacific/Southern Pacific, and Warner-Lambert/Agouron Pharmaceuticals. The objectives of the case are: 1) to highlight the linkage of the post-merger integration approach with the strategic motives for the acquisition; 2) to consider the range of possible challenges to successful post-merger integrat
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16

Oh, Joon-Hee, and Wesley J. Johnston. "How post-merger integration duration affects merger outcomes." Journal of Business & Industrial Marketing ahead-of-print, ahead-of-print (2020). http://dx.doi.org/10.1108/jbim-11-2019-0476.

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Purpose This study aims to confirm earlier findings that differences between merger and acquisition (M&A) participant firms are a hurdle for successful mergers and shows that merger outcomes can also be affected by the post-merger integration duration (PMID). Design/methodology/approach Experimental research on distinct cultures developed within experimental pre-merger subject groups is used to compare pre- and post-integration performances. Findings This study finds that firm distance (i.e. inherent differences between pre-merger firms) negatively influences merger success; no significant
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17

Bourgeois, L. J., David Freccia, and Leslie Williams. "Post-Merger Integration at Northrop Grumman Information Technology." Darden Business Publishing Cases, January 20, 2017, 1–17. http://dx.doi.org/10.1108/case.darden.2016.000234.

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This case presents the “best practices” of a highly successful post-merger integrator that grew from $400 million in 1997, to $1.5 billion in 2000, to $4 billion in 2002. The case focus is on the $4.0 billion IT sector of Northrop Grumman, a company confronting immense change in the rapidly consolidating defense business. This integration is unique in that the product is a complete melding of various companies, systems, leaderships, and cultures of 11 legacy organizations. Not only is the result an organization with a new identity, but also one with new strategic capabilities unavailable to an
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18

"Pre and Post Process of Corporate Merger and Acquisition Technicalities." International Journal of Engineering and Advanced Technology 8, no. 6S (2019): 832–34. http://dx.doi.org/10.35940/ijeat.f1158.0886s19.

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This research paper examines the overall merger and acquisition process and identifies the determinants of successful merger and acquisition for Indian companies. The acquisition process identified for this paper was classified into three stages, i.e., pre-acquisition management, post-acquisition integration, and post-acquisition performance evaluation. This process itself has a crucial role in deciding the success of the acquisition deal. Utilizing information from previous research, in the present study fifteen dimensions have been identified in three stages of merger and acquisition. These
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19

Makri, Eleni. "Group processes, intergroup relations and human resource practices in mergers and acquisitions post-combination: A critical review and research agenda for the future." Environment and Social Psychology 2, no. 1 (2017). http://dx.doi.org/10.18063/esp.2017.01.007.

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Despite ongoing crisis and recession, mergers and acquisitions (M&As) are used by companies to reinforce and sustain their place in business world. Regardless of M&As popularity, though, the successful integration of employees’ merging partners and the effective management of the relationships between them and with their merged organization, remains a major challenge not frequently considered during merger process. In this respect and related to the above, the present paper by critically reviewing new research within M&As, attempts to provide a comprehensive integrative review base
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20

Makri, Eleni. "Group processes, intergroup relations and human resource practices in mergers and acquisitions post-combination: A critical review and research agenda for the future." Environment and Social Psychology 2, no. 1 (2017). http://dx.doi.org/10.18063/esp.v2.i1.95.

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Despite ongoing crisis and recession, mergers and acquisitions (M&As) are used by companies to reinforce and sustain their place in business world. Regardless of M&As popularity, though, the successful integration of employees’ merging partners and the effective management of the relationships between them and with their merged organization, remains a major challenge not frequently considered during merger process. In this respect and related to the above, the present paper by critically reviewing new research within M&As, attempts to provide a comprehensive integrative review base
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21

Roh, Taewoo, Jieun Hwang, and Byung Il Park. "M&A successes: Breadth, depth, and deal completion time in the US semiconductor industry." BRQ Business Research Quarterly, April 4, 2021, 234094442199805. http://dx.doi.org/10.1177/2340944421998056.

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Most previous studies examining M&As (mergers and acquisitions) have focused on the post-merger integration process. While there have been studies that have partially investigated the importance of deal completion, we argue that firms could learn to increase their deal completions by leveraging their experience from prior successful acquisitions and that their cumulative success could reduce the deal completion time; that is, the time from the announcement of the deal to its resolution. To address this unexplored issue about M&As, we investigated whether prior intra- and/or inter-indus
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