Abstract for: Creating Value in the Merger and Acquisition Integration Process
This paper presents a model of the mergers and acquisitions (M&A) integration process that synthesizes disparate research streams in strategic management, organizational behavior, and human resources. Managing a M&A integration process is a dynamically complex problem and our information feedback control perspective provides new insights for scholars, policy makers, and practicing managers. The strategy field needs more theories about how to implement strategy initiatives such as M&A, and SD modelling is particularly suited to build process theories and explore the dynamic consequences of different implementation policies. Our simulation experiments show that integration fatigue is a key leverage point in determining the success or failure of M&A integrations. We discuss how successfully managing integration fatigue can maintain high levels of commitment, work quality, productivity, and organizational experience and skills.