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  • 12LRP1105_Angwin_MH2 DA

    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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New integration strategies for post acquisition management

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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New integration strategies for post acquisition management. / Angwin, Duncan; Meadows, Maureen .

In: Long Range Planning, Vol. 48, No. 4, 08.2015, p. 235-251.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Angwin, D & Meadows, M 2015, 'New integration strategies for post acquisition management', Long Range Planning, vol. 48, no. 4, pp. 235-251. https://doi.org/10.1016/j.lrp.2014.04.001

APA

Vancouver

Angwin D, Meadows M. New integration strategies for post acquisition management. Long Range Planning. 2015 Aug;48(4):235-251. Epub 2015 May 22. doi: 10.1016/j.lrp.2014.04.001

Author

Angwin, Duncan ; Meadows, Maureen . / New integration strategies for post acquisition management. In: Long Range Planning. 2015 ; Vol. 48, No. 4. pp. 235-251.

Bibtex

@article{d0292038400847a9bf4700e769bc9ac8,
title = "New integration strategies for post acquisition management",
abstract = "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.",
keywords = "Mergers and Acquisitions, Post acquisition integration, typology, post acquisition management",
author = "Duncan Angwin and Maureen Meadows",
note = "Date of Acceptance: 23/11/2013 24 month embargo This is the author{\textquoteright}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",
year = "2015",
month = aug,
doi = "10.1016/j.lrp.2014.04.001",
language = "English",
volume = "48",
pages = "235--251",
journal = "Long Range Planning",
issn = "0024-6301",
publisher = "ELSEVIER SCI LTD",
number = "4",

}

RIS

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 -