Enhancing post‐acquisition organisational performance: the role of the top management team

Abstract

Purpose

The purpose of this paper is to address the link between the effectiveness of the top management team (TMT) and post‐acquisition organisational performance.

Design/methodology/approach

The paper undertakes a literature review, identifies four streams of research regarding TMT effectiveness and explores the role of TMT in the post‐acquisition integration process.

Findings

The paper identified the characteristics of an effective TMT in the post‐acquisition integration context. It pointed to the fact that, if TMTs effectively utilise the resources, effectively manage group processes and demonstrate high levels of group task leadership as well as personal integration to the task, then it will lead to an effective decision‐making process, demonstrate vision and be able to exert influence and commitment to the goal from their subordinates.

Practical implications

The paper can be used by managers to help them identify the critical factors that contribute to the success of an acquisition.

Originality/value

The paper addresses the literature on TMT effectiveness, applies it to the M&A context and proposes a way of examining this relationship.

Citation

Vasilaki, A. and O'Regan, N. (2008), "Enhancing post‐acquisition organisational performance: the role of the top management team", Team Performance Management, Vol. 14 No. 3/4, pp. 134-145. https://doi.org/10.1108/13527590810883415