The aim of this article is to find an answer to the question： Does the similarity of the profiles of companies participating in the acquisition influence the post-transaction integration？ While creating a research c...The aim of this article is to find an answer to the question： Does the similarity of the profiles of companies participating in the acquisition influence the post-transaction integration？ While creating a research concept, a hypothesis was adopted that the range and the dynamics of the post-acquisition integration are higher, if the companies are similar as far as their sizes, structures, life cycles, and organizational cultures are concerned. Five acquisitions from the pharmaceutical sectors were examined. The results presented in this paper are a part of wider research on consolidation processes in the pharmaceutical branch. In each case, the research had a retrospective character. In order to assess the integration activities, the research was conducted three years after the transaction. An inductive analysis of case study type was used and the technique of research triangulation was applied. A part of the research used for the needs of this paper was conducted by the means of two methods： individual in-depth interviews with the presidents/managing directors of the companies which were taken over and panel interviews in which the presidents and managing directors as well as director and managers of the development units, managers of organization as well as the directors/managers of human resource units of the acquired companies participated. The analysis of the profiles of similarity of companies-transaction partners showed that although they belonged to the same branch, the analyzed companies are characterized by a low level of similarity, especially as far as the structures and organizational cultures are concerned. The strategy of functioning after the merger is based in the majority of cases on the model of partnership. It takes for granted a low level of integration referring only to some selected areas and is connected with an adoption of a long-term integration perspective foreseen for a period longer than three years of functioning in the merged structure.展开更多
文摘The aim of this article is to find an answer to the question： Does the similarity of the profiles of companies participating in the acquisition influence the post-transaction integration？ While creating a research concept, a hypothesis was adopted that the range and the dynamics of the post-acquisition integration are higher, if the companies are similar as far as their sizes, structures, life cycles, and organizational cultures are concerned. Five acquisitions from the pharmaceutical sectors were examined. The results presented in this paper are a part of wider research on consolidation processes in the pharmaceutical branch. In each case, the research had a retrospective character. In order to assess the integration activities, the research was conducted three years after the transaction. An inductive analysis of case study type was used and the technique of research triangulation was applied. A part of the research used for the needs of this paper was conducted by the means of two methods： individual in-depth interviews with the presidents/managing directors of the companies which were taken over and panel interviews in which the presidents and managing directors as well as director and managers of the development units, managers of organization as well as the directors/managers of human resource units of the acquired companies participated. The analysis of the profiles of similarity of companies-transaction partners showed that although they belonged to the same branch, the analyzed companies are characterized by a low level of similarity, especially as far as the structures and organizational cultures are concerned. The strategy of functioning after the merger is based in the majority of cases on the model of partnership. It takes for granted a low level of integration referring only to some selected areas and is connected with an adoption of a long-term integration perspective foreseen for a period longer than three years of functioning in the merged structure.
