The performance implications of integration process and integration in the context of restructuring
Abstract: Existing research has mainly focused on the value creating role of integration in mergers and acquisitions. Surprisingly, little work has been devoted to the relationship between integration process, integration, and performance. The aim of this thesis is to fill this gap by studying five case units in a large multinational corporation having recently undergone a major change in organizational structure. We find that the integration process positively affects integration, and that integration positively affects performance: communication and leadership in the integration process are crucial for employee commitment and positively affect integration; where integration is high, employees cooperate and interact better and consequently have higher performance. We contribute to academic literature by synthesizing existing research and providing empirical support for the positive relation between integration process, integration, and performance. Our findings offer managers guidance on design and execution of integration processes under performance aspects.
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