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, 48, 4, 2015 DOI: 10.1016/j.lrp.2014.04.001
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Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
Research output: Contribution to Journal/Magazine › Journal article › peer-review
}
TY - JOUR
T1 - New integration strategies for post acquisition management
AU - Angwin, Duncan
AU - Meadows, Maureen
N1 - Date of Acceptance: 23/11/2013 24 month embargo 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, 48, 4, 2015 DOI: 10.1016/j.lrp.2014.04.001
PY - 2015/8
Y1 - 2015/8
N2 - The post-acquisition integration phase is widely recognized as critical to the M&A process. However post-acquisition typologies suffer from inadequate empirical support or lack of comprehensiveness. This empirical paper responds to calls for methodological pluralism in M&A research, and uses a mixed method to assess the robustness of a leading post-acquisition integration typology. Through multiple cluster analyses, different post-acquisition strategies are identified and qualitative techniques allow them to be further explored. This approach overcomes some limitations of single method research in M&A and results in a more robust, fine-grained and extended post-acquisition typology. It enables a more nuanced perspective on the coexistence of exploration and exploitation gains with implications for practitioners and researchers.
AB - The post-acquisition integration phase is widely recognized as critical to the M&A process. However post-acquisition typologies suffer from inadequate empirical support or lack of comprehensiveness. This empirical paper responds to calls for methodological pluralism in M&A research, and uses a mixed method to assess the robustness of a leading post-acquisition integration typology. Through multiple cluster analyses, different post-acquisition strategies are identified and qualitative techniques allow them to be further explored. This approach overcomes some limitations of single method research in M&A and results in a more robust, fine-grained and extended post-acquisition typology. It enables a more nuanced perspective on the coexistence of exploration and exploitation gains with implications for practitioners and researchers.
KW - Mergers and Acquisitions
KW - Post acquisition integration
KW - typology
KW - post acquisition management
U2 - 10.1016/j.lrp.2014.04.001
DO - 10.1016/j.lrp.2014.04.001
M3 - Journal article
VL - 48
SP - 235
EP - 251
JO - Long Range Planning
JF - Long Range Planning
SN - 0024-6301
IS - 4
ER -