Structuring post-acquisition integration in investment acquisitions
Nerman, Denis (2022)
Nerman, Denis
2022
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2022113025330
https://urn.fi/URN:NBN:fi:amk-2022113025330
Tiivistelmä
A substantially significant proportion of acquisitions deteriorate from their goals that justify their strategies. A less acknowledged, and researched, phenomena that contributes to this sway in progress is post-acquisition integration and its implementation. This study instigates a process of deliberate learning in a selected acquisition case by researching its post-acquisition integra-tion process with the challenges it has encountered. The deliberate learning process consists of giving a transcribed structure to the post-acquisition integration process of the selected case, identifying challenges, and proposing solutions to them.
This research has utilized qualitative research methods with a choice of case study as its re-search strategy. Data for this research has been gathered via semi-structured interviews. A group of 5 people participated in the interview process. This study has been conducted between May and November 2022.
The study has been able to identify the structure of the post-acquisition integration of the case company to be split into multiple phases and domains. The phases involve pre-purchase and post-purchase activities. The domains involve structural and operational integration. Key takea-ways from the study suggest that the case company has had some challenges in both structural and operational post-deal integration processes. The challenges can be linked to preparation, keeping constantly updated knowledge base repositories, facilitating interaction in its many forms, and having independent standardized processes.
The findings suggest for further research in practical compiling of case-company-specific M&A handbooks and related processes, as well as exploring best practices of cultural-, organiza-tional-, and operational aspects of post-acquisition integration plan due diligence.
This research has utilized qualitative research methods with a choice of case study as its re-search strategy. Data for this research has been gathered via semi-structured interviews. A group of 5 people participated in the interview process. This study has been conducted between May and November 2022.
The study has been able to identify the structure of the post-acquisition integration of the case company to be split into multiple phases and domains. The phases involve pre-purchase and post-purchase activities. The domains involve structural and operational integration. Key takea-ways from the study suggest that the case company has had some challenges in both structural and operational post-deal integration processes. The challenges can be linked to preparation, keeping constantly updated knowledge base repositories, facilitating interaction in its many forms, and having independent standardized processes.
The findings suggest for further research in practical compiling of case-company-specific M&A handbooks and related processes, as well as exploring best practices of cultural-, organiza-tional-, and operational aspects of post-acquisition integration plan due diligence.