Taking over or taking in? A qualitative case study of successful acquisitions

Roy K. Smollan and Chris Griffiths

Journal of Management & Organization, 2024, vol. 30, issue 2, 347-367

Abstract: There is a widely held but scarcely challenged belief that most organizational changes fail, especially in mergers and acquisitions (M&A). Failure of M&A is often attributed to factors such as differences in organizational cultures, contested identities, perceived injustice, lack of trust, ineffective leadership and poor communication. A qualitative study was conducted in an acquiring company and two target companies to identify the criteria of a successful change, to explore perceptions of the degree of success of the acquisition(s) they had experienced, and to investigate the factors influencing these perceptions. The findings demonstrated that M&A can be considered successful when attention is paid, not only to integration of practices, but also to socio-cultural factors in managing M&A processes. The overall evaluation of these two acquisitions was that they had been successful. Implications for theory and practice include the possible differences between small- and large-scale M&A experiences.

Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:cup:jomorg:v:30:y:2024:i:2:p:347-367_9

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