Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/217450 
Year of Publication: 
2018
Citation: 
[Journal:] Journal of Organization Design [ISSN:] 2245-408X [Volume:] 7 [Issue:] 3 [Publisher:] Springer [Place:] Cham [Year:] 2018 [Pages:] 1-20
Publisher: 
Springer, Cham
Abstract: 
This article discusses post-merger integration (PMI) and the trade-off between the economic benefits and costs that arise when organizations merge under a new organizational structure and reconfigure their businesses and resources. To reconfiguration scholars, PMI is a crucial tool for firms to reconfigure resources, product lines, and business units to adjust to internal and external environment needs. Other scholars focus on organization design, shedding light on structural integration following an acquisition and exploring key trade-offs of this process. We integrate reconfiguration and organization design aspects on choices of what and how to integrate after mergers and acquisitions, questions that have often been treated separately. We then outline how to design and conduct empirical research on PMI. We conclude by offering ideas for future research.
Subjects: 
Post-merger integration
Reconfiguration
Structural integration
Corporate strategy
Autonomy-coordination dilemma
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by Logo
Document Type: 
Article

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