SEAM‐less post‐merger integration strategies: a cause for concern

Anthony F. Buono

53 citations0/0 files storedJournal of Organizational Change Management

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Corporate Finance and Governance Organizational Change and Leadership Organizational Management and Change

Abstract

Most merger and acquisition strategies are still dominated by financial analyses, legal considerations and power plays by dominant groups as individuals jockey for position and influence. Rather than focusing on the inherent dysfunctions that can emerge in the combined organization due to the informal power held by organizational members – low productivity, poor quality, reduced commitment, voluntary turnover, and related hidden costs and untapped potential – far too many companies seem to meander through the post‐combination integration process.

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References

1991Managing acquisitions: Creating value through corporate renewal 1985When Cultures Collide: The Anatomy of a Merger 1983Mergers and the Performance of the Acquiring Firm 1989The human side of mergers and acquisitions 1990The Human Side of Mergers and Acquisitions: Managing Collisions Between People, Cultures, and Organizations.2002Human Capital, Shared Expertise, and the Likelihood of Impasse in Corporate Acquisitions 2010Joining Forces: Making One Plus One Equal Three in Mergers, Acquisitions, and Alliances 1994Acculturation in Acquired Organizations: A Force-Field Perspective

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