Störst går först - Vägen till fördärv eller lyckat förvärv Ekonomistyrningseffekter vid förvärv - En fallstudie av ÅFs förvärv av Energo

Sammanfattning: This bachelor thesis aims to analyse the effects of changes in management control systems following acquisitions, and deduce whether or not these effects are in line with the acquiring firm's objectives of the acquisition. Through a case study of technician consultant firm Energo, acquired in 2010 by ÅF, the study assumes the perspective of the acquired firm. Data has been collected through in-depth interviews at Energo and ÅF and complemented by internal documents to enrich and validate specific facts and statements. Data was then arranged and analysed through Otley and Fierriera's (2009) framework Performance Management Systems to understand how management control systems were constituted before the acquisition, what changes were made following the acquisition, how this process was accomplished and how it was experienced, in order to come to conclusions about the effects of these changes. The study concludes that the changes in Energo's management control system following the integration with ÅF, had significant effects on the outcome of the acquisition, primarily as it led to a high rate of Energo's employees resigning. These effects resulted in that the integration process was considered as unsuccessful. Even so, thanks to ÅF's ability to retain the acquired client contracts these effects were overcome and the objectives of the acquisition were achieved.