M&A Post-merger integration – idea and role of sucesful integration process

Main Article Content

Dawid Klimczak

Abstract

More than a half of M&A’s ends as value destruction for shareholders. In a long period (over 5 years) only come M&A’s bring value creation for both side of the
transaction. M&A post- merger integration is one of the issues regarding sucesful M&A value creation. Most of the executive who are involved in M&A process is focused on due dilligence or „buying” aspects. However preparing a proper integration plan for a company might be even more important than due dilligence and Sales-Purchase Agreement negotiation process. It must be underlined that there is a plenty of key aspects than must be taken into consideration – from setting the right KPI’s for executive to understanding ‘the ecosystem’ and stakeholders. Communication is also one of the leading problems when it comes to post-M&A integration. In the recent years new idea of interim managers or executives has been arised. The interim executive come to the company and prepare and supervise whole process of integration. The purpose of the article is to explain importance of post-merger integration process as well as bring idea of post-merger integration manager.

Downloads

Download data is not yet available.

Article Details

How to Cite
Klimczak, D. (2020). M&A Post-merger integration – idea and role of sucesful integration process. Kwartalnik Nauk O Przedsiębiorstwie, 55(2), 94–103. https://doi.org/10.33119/KNoP.2020.55.2.8
Section
Articles

References

1. Bauer F., Matzler K. (2014), Antecedents of M&A success: The role of strategic complementarity, cultural fir, and degree and speed of integration, “Strategic Management Journal”.
2. Morgan Stanley (2020), M&A in 2020: four trends to watch. shorturl.at/esJO2, 7.05.2020.
3. Lee J.J. (2013), Dancing with the enemy? Relational hazards and the contingent value of repeat exchanges in M&A markets, “Organization Science”.
4. Capron L., Mitchell W. (2012), Build, borrow, or buy: Solving the growth dilemma, Harvard Business Press.
5. Dörrenbächer C., Witzmann N. (2015), The link between cultural due diligence and socio-cultural post-merger integration management as a critical success factor in M&As, Institute of Management Berlin at the Berlin School of Economics and Law.
6. Yaakov W. (2013), A comprehensive guide to mergers & acquisitions: Managing the critical success factors across every stage of the M&A process, FT Press.
7. Achar A., Uncourt Ct., (2020), MAC Clauses in M&A Transations, HeinOnline.
8. Angwin D. (2004), Speed in M&A Integration: The first 100 days, “European Managment Journal”.
9. Todnem B.R. (2005), Organisational change management: A critical review, “Journal of change management”.
10. Bhal KT., Bhaskar AU., Ratnam CSV. (2009), Employee reactions to M&A: Role of LMX and leader communication, Leadership and Organization.
11. Wratny J. (2012), Problem reprezentatywności związków zawodowych w zakładzie pracy: więcej pragmatyzmu czy demokracji?, „Praca i Zabezpieczenie Społeczne”.
12. Maire S., Collerette P. (2011), International post-merger integration: Lessons from an integration project in the private banking sector, “International Journal of Project Management”.
13. Rocnkess J., Rockness H., Ivancevich Sh. (2001), The M&A game changes, “Financial Executive”.
14. De Noble A., Gustafson L., Hergert M. (1988”, Planning for post-merger integration – eight lessons for merger success, “Long Range Planning”.
15. Alaranta M. (2005), Evaluating success in post-merger IS integration: a case study, “The Electronic Journal Information Systems Evaluation”.
16. Davis D. (2012), M&A Integration: M&A Integration: How To Do It. Planning and delivering M&A integration for business success, John Wiley.