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The purpose of this paper is to describe what roles customers play in Merger and Acquisition (M&A) integration. Based on studies of eight M&As, it is concluded that customers may limit integration intentions, be reasons for pre-integration reconsiderations, be used as an argument against integration, not act according to integration intentions, and actively work against integration. The paper contributes to research on M&A integration through pointing at how customers impact integration realisation. The paper further contributes to research on M&As according to the network approach through highlighting how an M&A is not merely a response or trigger to change, but an embedded event where actions, beliefs and mutuality impact integration realisation.
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