Completion Date
Fall 12-6-2024
Document Type
Thesis
Degree Name
Master of Science (MS)
Program or Discipline Name
Project Management
Abstract
Across various industries, organizations employ mergers and acquisitions (M&A) as a key strategy to remain competitive and advance organizational growth. During the integration phase following M&As, they often face challenges due to the disconnect between project management practices and strategic imperatives. By analyzing two qualitative case studies and examining their organizational contexts, stakeholder dynamics, and mechanisms for knowledge transfer, this study explores how frameworks that integrate project management practices and strategic objectives can enhance integration outcomes. The findings highlight the importance of aligning operational tasks with strategic goals, clearing pathways of knowledge transfer, and aligning organizational cultures in the new, singular organization created due to the acquisition. Leadership and participatory practices were also critical in improving stakeholder engagement and reducing ambiguity, while technological and cultural challenges also impacted integration outcomes. The study offers actionable insights for tailoring integration frameworks to organizational contexts and suggests future research into longitudinal outcomes and the use of emerging technologies in integration processes. The insights from this study provide practical guidance for optimizing integration efforts and achieving M&A success.
Recommended Citation
Neyohang, D. (2024). Project Management and the Success of Post-merger or Post-acquisition Integration. Retrieved from https://digitalcommons.harrisburgu.edu/dandt/55