Post-acquisition integration: a buyer's perspective

Abstract

This study examines a post-acquisition integration case. The buyer’s perspective was selected to understand the post-acquisition integration and value creation during the process. I was interested in the micro level activities by the people involved in the cross-cultural integration. This study seeks to understand the post-acquisition integration case and discover the implementation during the process: implementation actions, their impact as well as integration success, which relates back to the acquisition process perspective.

The research was conducted as a case-based qualitative research. Semi-structured interviews were used to collect the research data. Field investigations, informal discussions with local people and site tours in the production area were included in my research process. In addition, a comprehensive document package of company history, annual reports and also information on the integration program, training or information sessions was collected to support the research work. The research process can be depicted as an interplay of the analytical framework, previous research and own research work.

The integration process appeared to be challenging due to two different organizational cultures and had multiple dimensions. Two layers could be identified in this integration process: the procedural integration and the change of identity and practices. Also, two partly overlapping, successive phases were identified in the process. My study findings highlight the integration manager’s impact on value creation. The integration manager was focusing on the value-creation based on cooperation and shared knowledge. These actions proved to be notable for the progress of the implementation.