Post-merger integration

Artikel

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.

Object Details

• Language: Englisch

References and Relationships

• Bibliographic citation: Journal: Journal of Organization Design ; ISSN: 2245-408X ; Volume: 7 ; Year: 2018 ; Issue: 3 ; Pages: 1-20 ; Cham: Springer

Classification and Topics

• Classification: Management
• Subject: Post-merger integration ; Reconfiguration ; Structural integration ; Corporate strategy ; Autonomy-coordination dilemma

Contributors, Places and Time

• Event: Geistige Schöpfung
• (who): Bodner, Julia ; Capron, Laurence
• Event: Veröffentlichung
• (who): Springer
• (where): Cham
• (when): 2018

Further information

• DOI: doi:10.1186/s41469-018-0027-4
• Handle: http://hdl.handle.net/10419/217450
• Last update: 10.03.2025, 11:41 AM CET