A Framework for Merger Integration Capability Assessment : A Case Study at Biotage

Sammanfattning: This master thesis, “A Framework for Merger integration Capability Assessment – A Case Study at Biotage”, was carried out at the Stockholm University School of Business and in cooperation with Biotage. This report in detail considers the approach and results in an evaluation of the level of merger integration capability at the company Biotage. The main purpose with the thesis was to establish a framework that can be applied when assessing a company’s merger integration capability, based on collaborative research between scientific literature and the viewpoints and knowledge of experienced experts in the field. Further, the purpose was to utilize the framework in an assessment of the merger integration capability at Biotage, based on the company’s experience and performance from previous merger integration situations. Derived from the assessment key areas for improvement were identified and prioritized, and actions suggested to be taken by Biotage to increase their capabilities. As a guideline for the methodology and case study, focus lies upon Saunders (2002) research strategy and Yin´s (2003) strategy in case studies. The empirical information that was used was mainly the data that was received through interviews. The method for analysis was built upon the theory diagram where every property was given a measurable value depending on the answers that were extracted from the data collection. The properties were calculated upwards through the diagram until a value of the merger integration capability at Biotage was received. The result was that the level of merger integration capability at Biotage was 66% according to the developed framework. On the basis of the evaluation it was possible to conclude that the area that has the highest level of merger integration capability is Organizational capability, followed by IT capability. The area which was given the lowest score and thus is in need of the greatest improvements was the Cultural capability. This was primarily because the company had no cultural due diligence process for facilitating the integration of the cultures.