Purpose

Intergroup dynamics between the acquirer and the acquired are determinants of post-merger integration success. Mergers and acquisitions scholars call for the adoption of new reading prisms to gain deeper insights on post-merger integration dynamics as the failure rate of mergers remains high. In mobilizing works from social psychology to examine intergroup dynamics, this study aims to respond to this call by shedding light on the post-merger integration process. Typologies of integration processes do not take into account intergroup dynamics that operate within the new entity, which are influencing the decision-making process. To better understand how firms achieve a successful integration (symbiosis), the authors propose a processual analysis of intergroup dynamics in post-merger integration.

Design/methodology/approach

The research approach is a qualitative, longitudinal enquiry, which allows us to examine intergroup dynamics in two real-time merger case studies. The integration processes selected for this research include symbiotic integrations. Both integration processes were analyzed over two years, starting with the merger agreement.

Findings

This study sheds additional light on the triggers for achieving symbiosis integration by demonstrating the specific role and contribution of each of the parties (majority and minority) during the process. This study shows that post-merger is a process that follows different steps to reach symbiosis, involving majority/minority dynamics. The symbiosis implies minority innovation by adopting new business and organizational practices, mainly inspired by the standards and values of the minority. The study highlights innovation by the minority as a key element in achieving a symbiotic integration. This element can be understood by managers involved in managing the integration as a turning point in the integration process.

Research limitations/implications

The authors investigated symbiotic integration in specific industries; questions can arise about the extent to which findings are transferable to other mergers and acquisitions contexts.

Originality/value

This study advances the understanding of the dynamics between the majority and minority in adopting a processual and longitudinal analysis. On that point, this study gains insights on the “black box” that represents post-merger integration process.

中文翻译：

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并购后整合过程中的集团间动态

目的

收购方和被收购方之间的集团间动态是并购后整合成功的决定因素。由于并购的失败率仍然很高，并购学者呼吁采用新的阅读棱镜来更深入地了解并购后的整合动态。在动员社会心理学研究群体间动态的过程中，本研究旨在通过阐明合并后的整合过程来响应这一呼吁。整合过程的类型没有考虑在新实体内运作的群体间动态，这些动态正在影响决策过程。为了更好地了解公司如何实现成功的整合（共生），作者提出了对合并后整合中的集团间动态的过程分析。

设计/方法/方法

该研究方法是一种定性的纵向调查，它使我们能够在两个实时合并案例研究中检查组间动态。本研究选择的整合过程包括共生整合。从合并协议开始，对这两个整合过程进行了两年多的分析。

发现

本研究通过展示各方（多数和少数）在此过程中的具体作用和贡献，进一步阐明了实现共生整合的触发因素。这项研究表明，合并后是一个遵循不同步骤以达到共生的过程，涉及多数/少数动态。共生意味着少数人通过采用新的商业和组织实践进行创新，主要受到少数人的标准和价值观的启发。该研究强调少数群体的创新是实现共生融合的关键因素。参与管理集成的管理人员可以将此元素理解为集成过程中的转折点。

研究限制/影响

作者调查了特定行业的共生整合；可能会出现关于调查结果在多大程度上可以转移到其他并购背景的问题。

原创性/价值

这项研究在采用过程和纵向分析时促进了对多数人和少数人之间动态的理解。在这一点上，本研究深入了解了代表并​​购后整合过程的“黑匣子”。