Hybridization: Understanding the microdynamics of a postacquisition integration process

Abstract

There is no shortage of theoretical or empirical research on mergers and acquisitions (M&A).Knowledge on the subject has grown substantially in recent decades. However, the integration of firms involved in M&A remains a challenging and often unsuccessful process. In addition, there is a scarcity of research on temporal dynamics within integration projects. This article reports on the postacquisition integration of a business school into a university using the concept of organizational hybridization as a theoretical lens. The aim was to identify the microdynamics that occurred during integration. We conducted an inductive case study, interviewing professionals involved in the integration process, analyzing a wide range of documents, and conducting participant observation over 6 years. Field research revealed that different organizational components underwent distinct hybridization processes that were characterized by different degrees of conflict. This study contributes to the understanding of the microdynamics that occur in postmerger or postacquisition integration processes, focusing on the complex adjustments inherent in these developments. K E Y W O R D Scase study, mergers and acquisitions, microhybridization, organizational hybridization, postacquisition integration

Strategic planning: how it helped to resolve conflict in a new international joint venture

“…This paper also offers alerts for management practice, particularly in the context of JVs and other types of mixed-ownership organizations. Although this is an investigation into a Source: Authors own work specific case, without generalization pretensions, we believe that situations such as those identified in TS may occur in other organizations with dual systems, such as strategic planning and budgeting, and/or present hybrid forms of governance, hybrid logics of doing business (Battilana et al, 2015) or hybrid management practices (Chu and Wood, 2018).…”

Hard and Soft Integration: Towards a Dynamic Model of Post‐Acquisition Integration

“…Likewise, Schweizer (2005) states that previous studies have generally adopted a ‘one‐size‐fits‐all’ approach, neglecting the complexity and multidimensionality of this phenomenon. In the context of these hybrid organizations, Chu and Wood (2019) more recently indicate that there is a lack of research on how different antagonistic elements (e.g., hard and soft integration approaches), due to their hybrid nature, interact with one another. They specifically ask for more studies on hybridization processes and dynamics during an integration phase.…”