Overcoming M&A Challenges : The Function of Knowledge Management, Organisational Members, and Operational Managers in the Context of M&As

Sammanfattning: Problem Mergers and acquisitions are a common way for organisations to extend their operations. By merging two or more organisations into one, the newly formed constellation can access new markets and increase the market presence or control of the supply chain. Previous research has demonstrated that mergers and acquisitions generally need to improve in creating added value. There appears to be a gap in existing research regarding the extent managers utilise and execute knowledge integration. The relationship between operational managers and organisational members is yet to be explored in the context of M&As, which has derived the problem statement of this thesis.   Purpose This thesis aims to gain insights into how organisational members and operational managers contribute to knowledge integration. The thesis also aims to reveal what essential aspects influence the outcome of mergers and acquisitions processes, partially with consideration to organisational members and operational managers, but also to other variables that are of significance during mergers and acquisitions.   Methodology The thesis is conducted through the qualitative research method. The thesis is mainly based on semi-structured interviews with professionals with broad experience in mergers and acquisitions processes and their integration phases. Aside from the interviews, data from secondary cases on mergers and acquisitions have been condensed to view additional perspectives and complement the primary data.   Findings The thesis finds that operational managers are in control of the overhauling structure of mergers and acquisitions processes. Although, despite the control of the operational manager, they are to be considered an enabler, leaving the organisational member as the executer, which implies that one cannot operate without the other. It appears in the thesis that mergers and acquisitions are complex constructs and that there are numerous varying variables. Therefore, one of the thesis’ main findings highlights the importance of understanding the interrelationship between operational management and organisational members, especially in the context of mergers and acquisitions.