Although post-acquisition management marks the last stage of the acquisition process, it represents the first substantive opportunity to create value from the transaction. An effective post-acquisition process requires preparation in the very early stages of transaction, when the strategies to identify and complete the transaction are under development. It is thus imperative to have a clear understanding of the types of decisions that must be made during the post-acquisition management period, along with their associated ramifications for performance. The extent of integration between the acquirer and acquired firms represents a crucial choice and consequent focus of executives responsible for post-acquisition management. Theoretically, the resource-based view of the firm helps to surface key aspects of the integration dilemma. The knowledge-based view of the firm reveals that a firm’s development and deployment of post-acquisition management acquisition capability can play a prominent role in achieving acquisition success.
KeywordsDynamic Capability Acculturative Stress Acquisition Performance Integration Decision Combine Firm
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