The integration of acquisitions and mergers : an interpretive inquiry

UNCG Author/Contributor (non-UNCG co-authors, if there are any, appear on document)
Loretta Pate Dodgen (Creator)
The University of North Carolina at Greensboro (UNCG )
Web Site:
David H. Reilly

Abstract: The reverberations of acquisitions and mergers affect millions of people directly and indirectly annually. Managers are cited as the most highly impacted group. The resulting change is multilayered and interactive. The work environment and the organizational culture are redesigned to reflect the new order. Those affected must redefine goals, expectations, norms, beliefs, values, and assumptions which form the strategic connections to their organizational lives. The purpose of this research was to identify the obstacles and supports encountered by managers in integrating an organization following an acquisition or a merger and to deepen the understanding of the human dynamics involved. This research also sought to suggest means for preventing and resolving barriers to successful integration based on the experiences of those who have been a part of the process.

Additional Information

Language: English
Date: 1991
Consolidation and merger of corporations
Leveraged buyouts

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