Organizational fit and acquisition performance: Effects of post-acquisition integration
Article first published online: 8 NOV 2006
Copyright © 1991 John Wiley & Sons, Ltd.
Strategic Management Journal
Volume 12, Issue 4, pages 281–297, May 1991
How to Cite
Datta, D. K. (1991), Organizational fit and acquisition performance: Effects of post-acquisition integration. Strat. Mgmt. J., 12: 281–297. doi: 10.1002/smj.4250120404
- Issue published online: 8 NOV 2006
- Article first published online: 8 NOV 2006
- Manuscript Revised: 29 OCT 1990
- Manuscript Received: 13 DEC 1989
Based on 173 acquisitions in the U.S. manufacturing industry, this study examines the impact of organizational differences between acquiring and acquired firms on post-acquisition performance. The findings indicate that differences in top management styles have a negative impact on performance in acquisitions characterized by both high and low levels of post-acquisition integration. However, no such relationship was observed between differences in the reward and evaluation systems and post-acquisition performance in either the high or low integration subgroups. Implications of the findings, along with directions for future research, have been discussed in the concluding section of this paper.