Generic and type-specific challenges in the strategic legitimation and implementation of mergers and acquisitions

Jane E. Salk

International Business Review, 1994, vol. 3, issue 4, 491-512

Abstract: Both research and practitioner-oriented work on mergers and acquisitions tend to discuss them as if they were a single form of organization, with specific organizational and implementation imperatives and issues. This paper develops a typology of merger and acquisitions, differentiating them in terms of three dimensions: the strategic goal(s); the integration approaches indicated by varying needs for interdependence and autonomy; and alternative forms of governance. The sorts of psycho-social issues and implementation imperatives indicated vary greatly from one type of merger and acquisition to another. Differences in implementation strategies across these three types of mergers and acquisitions are discussed, as are the implications of the typology for advancing managerially relevant research on mergers and acquisitions.

Keywords: Mergers; and; Acquisitions; Change; Management; Intergroup; Conflict; Intergroup; Relations; Organizational; Culture; Organizational; Governance; Social; Identity; Strategy (search for similar items in EconPapers)
Date: 1994
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