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Acquisition Integration: Creating the Atmosphere for Value Creation

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The Management of Corporate Acquisitions

Abstract

The integration process is the key to making acquisitions work. Value creation can occur only after the two firms come together and begin to work toward the acquisition’s purpose. Moreover, the postacquisition management task is extremely complex for several reasons. First, integration must be both detail-oriented and subtle. Integration involves interactions between the firms that directly affect capability transfer, and also, interactions which have an indirect impact and are directed at the general integration atmosphere and context.

The concepts and ideas of this chapter were based on the book by Philippe C. Haspeslagh and David B. Jemison (1991), Managing Acquisition: Creating Value Through Corporate Renewal (New York: Free Press).

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Authors
  1. Philippe C. Haspeslagh
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  2. David B. Jemison
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Editor information

Editors and Affiliations

  1. Norwegian School of Management, Oslo, Norway

    Georg von Krogh

  2. University of Trento, Italy

    Alessandro Sinatra

  3. Bocconi University, Milan, Italy

    Alessandro Sinatra

  4. The Wharton School of Management, University of Pennsylvania, USA

    Harbir Singh

Copyright information

© 1994 Palgrave Macmillan, a division of Macmillan Publishers Limited

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Haspeslagh, P.C., Jemison, D.B. (1994). Acquisition Integration: Creating the Atmosphere for Value Creation. In: von Krogh, G., Sinatra, A., Singh, H. (eds) The Management of Corporate Acquisitions. Palgrave Macmillan, London. https://doi.org/10.1007/978-1-349-13016-0_17

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