Successful integration of R&D functions after acquisitions: An exploratory empirical study

Abstract

Abstract Do the ‘grand’ strategic context characteristics of an acquisition (e.g., business relatedness of buyer and target) deter‐mine the integration success of R&D functions after a takeover? Are acquisition management interventions (i.e., the way in which the integration process is man‐aged) the key levers shaping integration success of R&D functions after a change in corporate ownership? Little non‐anecdotal empirical data are available to answer these questions. Therefore, they were addressed with a sample of 92 acquisitions between German firms in 1988. Overall, use of management interventions which were designed to promote learning opportunities and reduce uncertainty for acquired employees (e.g., small group meetings to exchange information) but also degree of centralization of strategic R&D decisions in the hands of the acquirer were significantly positively related to integration level of R&D functions of both firms after an acquisition. With the exception of relative size of acquiree, strategic acquisition context characteristics were not directly related to R&D integration success. These characteristics may not be as important in shaping R&D integration success as management practitioners and scholars have thought.

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