Rachel Mickelson is a partner in the consulting firm DoudHausner Vtstar and has an MSOD from Pepperdine University.
Acquiring a Family Firm: A Case Study
Version of Record online: 4 NOV 2010
2003 by the Family Firm Institute, Inc.
Family Business Review
Volume 16, Issue 4, pages 251–268, December 2003
How to Cite
Mickelson, R. E. and Worley, C. (2003), Acquiring a Family Firm: A Case Study. Family Business Review, 16: 251–268. doi: 10.1111/j.1741-6248.2003.tb00021.x
- Issue online: 4 NOV 2010
- Version of Record online: 4 NOV 2010
- Cited By
Several choices are available to family firms when intergenerational succession is not an option. One alternative is to explore merger and acquisition (M&A) opportunities. This paper addresses two research questions: (a) What are the key differences between typical M&As and those involving a family firm? and (b) What are the key success factors for the post-acquisition integration process, and what is the impact on this process when the acquired company is a family firm? Results from an acquired family firm case study suggest that these M&A processes differ along structure, motivation, and culture dimensions. The case study also suggests post-acquisition considerations for M&As involving family firms.