M%A integration: in search of a mega-project lens

Jeffrey M. Voth

International Journal of Project Organisation and Management, 2020, vol. 12, issue 4, 380-406

Abstract: Through a multi-case study investigating mergers and acquisitions at three leading aerospace and defence firms, I propose adopting a mega-project delivery model for navigating large-scale post-merger integration activity and introduce an empirically based conceptual framework identifying five synergistic success factors that support the integration team and capture deal value. In alignment with a mega-project management approach, these factors include an integration strategy aligned with the deal rationale and organisational context; adaptive, engaged leadership that remains accountable through progress metrics; a comprehensive communications plan addressing all stakeholders; successful management of cultural integration; and identification of an appropriate speed for the specific integration activities.

Keywords: mega-project management; MPM; post-merger integration; PMI; contingency theory; temporary organisations; acquisitions; aerospace and defence. (search for similar items in EconPapers)
Date: 2020
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