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    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

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

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Recasting the dynamics of post-acquisition integration: an embeddedness perspective. / Rouzies, Audrey; Colman, Helene Loe; Angwin, Duncan Neil.
In: Long Range Planning, Vol. 52, No. 2, 01.04.2019, p. 271-282.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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Rouzies A, Colman HL, Angwin DN. Recasting the dynamics of post-acquisition integration: an embeddedness perspective. Long Range Planning. 2019 Apr 1;52(2):271-282. Epub 2018 Mar 29. doi: 10.1016/j.lrp.2018.03.003

Author

Rouzies, Audrey ; Colman, Helene Loe ; Angwin, Duncan Neil. / Recasting the dynamics of post-acquisition integration : an embeddedness perspective. In: Long Range Planning. 2019 ; Vol. 52, No. 2. pp. 271-282.

Bibtex

@article{5c60f56f0180431fb65bb6dfca496609,
title = "Recasting the dynamics of post-acquisition integration: an embeddedness perspective",
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 a 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.",
keywords = "post acquisition integration, Embeddedness perspective, integration dynamics, co-evolving processes, longitudinal analysis",
author = "Audrey Rouzies and Colman, {Helene Loe} and Angwin, {Duncan Neil}",
note = "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, 52, 2, 2018 DOI: 10.1016/j.lrp.2018.03.003",
year = "2019",
month = apr,
day = "1",
doi = "10.1016/j.lrp.2018.03.003",
language = "English",
volume = "52",
pages = "271--282",
journal = "Long Range Planning",
issn = "0024-6301",
publisher = "ELSEVIER SCI LTD",
number = "2",

}

RIS

TY - JOUR

T1 - Recasting the dynamics of post-acquisition integration

T2 - an embeddedness perspective

AU - Rouzies, Audrey

AU - Colman, Helene Loe

AU - Angwin, Duncan Neil

N1 - 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

PY - 2019/4/1

Y1 - 2019/4/1

N2 - 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 a 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.

AB - 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 a 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.

KW - post acquisition integration

KW - Embeddedness perspective

KW - integration dynamics

KW - co-evolving processes

KW - longitudinal analysis

U2 - 10.1016/j.lrp.2018.03.003

DO - 10.1016/j.lrp.2018.03.003

M3 - Journal article

VL - 52

SP - 271

EP - 282

JO - Long Range Planning

JF - Long Range Planning

SN - 0024-6301

IS - 2

ER -