How integration managers support the post-acquisition integration process and the role of soft values when measuring M&A performance : – From manager´s point of view

Sammanfattning: There is a widespread understanding that many M&As fail to achieve their set objectives as acquiring companies and acquired companies have different needs and demands. Therefore, this thesis aims to investigate how integration managers support the post-acquisition integration process and what role soft values have when measuring the performance of M&A. There is a large amount of research on M&A. However, there is still lacking research regarding the integration manager's role in the post-acquisition process and the role of soft values when measuring M&A performance. Consequently, researchers have suggested investigating these topics. A qualitative research method has been adopted, and the study's empirical data were collected through nine semi-structured interviews with integration managers. The thesis results show that the majority of the respondents consider that integration managers have an important role in the post-acquisition process and that financial metrics need to be supplemented with soft values. The study aims to contribute to research within M&A, the integration manager’s role, and performance. The most prominent result of the integration manager’s role, which develops previous research with new insights, is that it is important that integration managers develop integration handbooks, arrange "meet and greets," and visit the acquired company's site to handle the employee's uncertainty. Furthermore, the results show that it is important to communicate the change in many different ways, using communication experts and involving managers in the acquired company. The results also indicate that the integration manager needs to establish regular meetings, provide managers in the acquired company with mentors, transfer employees from the acquiring company to the acquired company, and establish knowledge forums to forge social connections within the two companies. The most prominent results of the role of soft values when measuring M&A performance, which develops previous research, is the importance of listening to employees and their opinions regarding the acquisition and measuring staff turnover. Lastly, the study contributes to an increased understanding of how integration managers support the post-acquisition integration process and the importance of soft values when measuring M&A performance.