In today's business landscape, corporate acquisitions are crucial for achieving strategic goals, yet 50-70% fail to deliver expected value. The post-acquisition integration (PAI) process is vital for transforming potential deals into actual value, and acquisition failures are often linked to the complexities of this integration. This thesis adopts a change management perspective on PAI, arguing that understanding it as a change process can help managers navigate its challenges. Key questions addressed include the typical changes organizations implement during PAI, potential unintended developments that could negatively impact acquisition performance, and the significance of the psychological contract between employer and employee. It also explores how 'soft factors' can influence outcomes and identifies tools available to managers for facilitating intended changes and managing adverse unintended consequences. Through a thorough analysis of existing theories, the work develops a dynamic model of the PAI process. Insights from case studies and a questionnaire targeting PAI experts with experience in over 100 processes enrich this theoretical discussion, enhancing its relevance for practitioners. This book is valuable for decision-makers involved in acquisitions and integrations, as well as consultants in the field.
