Organizational fit and acquisition performance: effects of post-acquisition integration

Article Abstract:

The compatibility of styles of management is a key element in the performance of post-acquisition organizations. The acquisition of organizations with different management styles can lead to problems among managers, difficulty in achieving operational goals, a decline in market share, and poor performance. Incompatible management styles negatively affect even post-acquisition firms with low levels of integration. Differences in rewards and evaluation systems do not have as negative an effect on post-acquisition organizations, regardless of the degree of integration. An important implication for managers associated with mergers and acquisitions is that the success of acquisitions can be enhanced by systematic planning that includes an evaluation of existing organizational differences, especially differences in styles of management.

Research, Acquisitions and mergers, Corporate culture, Organizational change

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Chief executive scanning, environmental characteristics, and company performance: an empirical study

Article Abstract:

Chief executives from 50 manufacturing firms were interviewed about their perceptions of uncertainty in six areas of concern. The participants were specifically asked about their ways of scanning each sector and how often they do so. Results indicate that economic, customer, and competitor sectors produce more strategic uncertainty for the executives than do regulatory, technological, or socio-cultural areas. Executives indicated greater frequency of scanning for times where sector uncertainty is high, as well as increased use of their personal information resources. Executives working in high-performing firms scan more often and more widely in response to uncertainty than do their colleagues in low-performing firms.

Corporations, Chief executive officers

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