Titz, Sebastian (2009) Measuring the influence of Change Management on informal organizational networks in the post-acquisition integration using social network analysis: an exploratory case study. [Tesi di dottorato] (Unpublished)
Visibile a [TBR] Repository staff only
|Item Type:||Tesi di dottorato|
|Uncontrolled Keywords:||M&A, Integratione,|
|Date Deposited:||28 Jul 2010 11:14|
|Last Modified:||30 Apr 2014 19:41|
The purpose of this research is to analyze the factors influencing the success or failure of the integration between two organizations after a corporate merger or acquisition (M&A) . If a M&A is a success for the acquiring firm and its stakeholders and if value can be gained from it depends to a great part on the integration process and how efficient and effective it was executed. The post-merger integration process is complex and affects the organizational structure and departments in many ways. Several factors influence the outcome of a post-merger integration. Of these many are tied to the organizational processes and the relationships between employees. While there are numerous frameworks that describe the post-merger integration processes between to merging organizations, hardly any capture the connection between the organizational change and the informal organizational networks.
Actions (login required)