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The moderating effects of decision-making preferences on M&A integration speed and performance

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<mark>Journal publication date</mark>12/11/2016
<mark>Journal</mark>The International Journal of Human Resource Management
Issue number20
Volume27
Number of pages25
Pages (from-to)2436-2460
Publication StatusPublished
Early online date30/12/15
<mark>Original language</mark>English

Abstract

This paper illustrates the effects of post-merger integration speed on M&A performance and the moderating role of decision-making preferences. For a better understanding of the effects of integration speed, we separate the role of human and task integration speed. The results, obtained from a survey based on 99 M&A transactions with acquirers from the German speaking part of Europe, indicate that fast human integration is beneficial to M&A performance while fast task integration has a significant negative effect. Furthermore our results suggest that the effects of human and task integration speed are moderated by the decision-making style of those in charge of the transactions and of integration. Different from what we expected, our results indicate that a preference for intuitive decision-making moderates the relation between task integration speed and M&A performance significant and positive, while a preference for deliberate decision-making moderates the relation between human integration speed and M&A performance.