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

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.

Citation

Buono, A.F. (2003), "SEAM‐less post‐merger integration strategies: a cause for concern", Journal of Organizational Change Management, Vol. 16 No. 1, pp. 90-98. https://doi.org/10.1108/09534810310459800