Consequences of Integration Heterogeneity in Mergers and Acquisitions

Abstract

In this paper, we analyze the heterogeneity of acquisition integration processes. Starting with the integration types laid down by Haspeslagh and Jemison (1991), we describe integration processes in terms of their integration level and their integration style. We analyze the postacquisition consequences of integration choice in terms of organizational management analysis, employee turnover, and communication and socialization problems. In a sample of 74 Spanish acquisitions, we demonstrate that management choices about integration level and integration style explain the more relevant consequences of the integration process. They have different consequences in terms of organizational management analysis, employee retention, and communication and socialization.

Citation

Iborra, M. and Dolz, C. (2006), "Consequences of Integration Heterogeneity in Mergers and Acquisitions", Management Research, Vol. 4 No. 2, pp. 127-138. https://doi.org/10.2753/JMR1536-5433040204