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Linking integration team composition to PMI plan adherence in the first three month after closure
University of Cologne, Germany.ORCID iD: 0000-0002-8304-5321
2013 (English)In: Academy of Management Proceedings, 2013: (Meeting Abstract Supplement) 15412, 2013Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

This paper reports on an ongoing research effort analyzing real-life project documentation data on post-acquisition integration cases provided by four business consultancies. I examine the effect of involving members of the target firm in workstream-level integration teams on implementation delays in the first three month of an integration project. From a theoretical perspective, such an involvement can have positive (sensegiving and human resource perspective) as well as negative effects (stakeholder power perspective). In this paper, I discuss the theoretical argument for both and explore likely contingencies, focusing on jobs lost during integration and the distribution of job losses over target and acquirer. The data examined here shows that these contingencies are indeed important: If many jobs are lost and if these jobs are lost mostly at the acquired firm, the effect of target firm involvement in integration teams is negative.

Place, publisher, year, edition, pages
2013.
Keyword [en]
Mergers & Acquisitions; Post-acquisition integration
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-29473DOI: 10.5465/AMBPP.2013.15412abstractOAI: oai:DiVA.org:hj-29473DiVA: diva2:904839
Conference
2013 Annual Meeting of the Academy of Management, August 9-13, 2013, Orlando, Florida, USA
Available from: 2016-02-19 Created: 2016-02-19 Last updated: 2016-08-10Bibliographically approved

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Steigenberger, Norbert

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