This article discusses post-merger integration (PMI) and the trade-off between the economic benefits and costs that arise when organizations merge under a new organizational structure and reconfigure their businesses and resources. To reconfiguration scholars, PMI is a crucial tool for firms to reconfigure resources, product lines, and business units to adjust to internal and external environment needs. Other scholars focus on organization design, shedding light on structural integration following an acquisition and exploring key trade-offs of this process. We integrate reconfiguration and organization design aspects on choices of what and how to integrate after mergers and acquisitions, questions that have often been treated separately. We then outline how to design and conduct empirical research on PMI. We conclude by offering ideas for future research.

Kathleen Eisenhardt made numerous theoretical and methodological contributions to the fields of entrepreneurship, organization theory, and strategy. This interview focuses on her perspectives on how organizations in high-velocity environments can navigate technological uncertainties in fast-paced markets. In addition to clarifying her research contributions, she provides rare insight into her own academic development, her belief in teaching and mentoring, and her stance on intriguing issues future research should address.

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