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The integration process in international acquisitions: four case studies of Swedish MNCs
2001 (English)Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
Abstract [en]

Over the last four decades, mergers, acquisitions, and the related field of divestitures have become integral elements in the strategic initiatives of well-managed business. In attempting to realize the true value of a merger or acquisition the buyer must coordinate a smooth and efficient post-closing process and a classic mistake that often occurs in a merger or acquisition is the lack of an adequate integration process. Literature argues that the integration of human resources and the corporate cultures, are two of the most important factors for succeeding in international acquisitions. The aim with this thesis is to describe how the integration process, following international acquisitions, in terms of organizational culture and people is conducted. This research was carried out by doing a descriptive case study of four Swedish multinational companies and they showed that all companies had developed an integration process and placed great value on it in order to succeed with their acquisitions. It also showed that the most important factors during the integration process where size, speed and window of opportunity.

Place, publisher, year, edition, pages
2001.
Keyword [en]
Social Behaviour Law, Foreign acquisitions, integration process, human resources, corporate culture
Keyword [sv]
Samhälls-, beteendevetenskap, juridik
Identifiers
URN: urn:nbn:se:ltu:diva-52543ISRN: LTU-SHU-EX--01/110--SELocal ID: 9acc962a-c9ee-4aa5-a942-ea1254b839a6OAI: oai:DiVA.org:ltu-52543DiVA: diva2:1025913
Subject / course
Student thesis, at least 15 credits
Educational program
International Business and Economic, master's level
Examiners
Note
Validerat; 20101217 (root)Available from: 2016-10-04 Created: 2016-10-04Bibliographically approved

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