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  • LRP MANUSCRIPT with title page Rouzies, Colman, Angwin

    Rights statement: This is the author’s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, 52, 2, 2018 DOI: 10.1016/j.lrp.2018.03.003

    Accepted author manuscript, 851 KB, PDF document

    Embargo ends: 29/03/20

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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Recasting the dynamics of post-acquisition integration: an embeddedness perspective

Research output: Contribution to journalJournal article

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<mark>Journal publication date</mark>1/04/2019
<mark>Journal</mark>Long Range Planning
Issue number2
Volume52
Number of pages12
Pages (from-to)271-282
Publication statusPublished
Early online date29/03/18
Original languageEnglish

Abstract

M&A scholars have generally assumed that post-acquisition integration is a self-contained process. However this ignores that this process rarely unfolds as the only ongoing initiative in an organization. We contend that post-acquisition integration is not detached from other simultaneous change processes in the organizational context and this has important implications for our understanding of how integration dynamics actually evolve. To further understand this embeddedness we examine the unfolding of a post-acquisition integration process in a company faced with an unanticipated drop in demand due to the global economic crisis. Through an exploratory, qualitative, longitudinal study conducted over three years, we carried out 151 interviews to uncover the unfolding of the post-acquisition process. We find that post-acquisition integration is embedded in a set of co-evolving processes. We highlight four mechanisms (coordination, cohesion, disconnection, alienation) that arise from the co-evolution of processes that either facilitate or impede integration. Our findings contribute to our understanding of post-acquisition integration dynamics by recasting the integration process as embedded in a set of co-evolving processes that shape its unfolding.

Bibliographic note

This is the author’s version of a work that was accepted for publication in Long Range Planning. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Long Range Planning, 52, 2, 2018 DOI: 10.1016/j.lrp.2018.03.003