Title: M&A integration: in search of a mega-project lens
Authors: Jeffrey M. Voth
Addresses: St. Catherine's College, University of Oxford, Manor Road, Oxford OX1 3UJ, UK
Abstract: Through a multi-case study investigating mergers and acquisitions at three leading aerospace and defence firms, I propose adopting a mega-project delivery model for navigating large-scale post-merger integration activity and introduce an empirically based conceptual framework identifying five synergistic success factors that support the integration team and capture deal value. In alignment with a mega-project management approach, these factors include an integration strategy aligned with the deal rationale and organisational context; adaptive, engaged leadership that remains accountable through progress metrics; a comprehensive communications plan addressing all stakeholders; successful management of cultural integration; and identification of an appropriate speed for the specific integration activities.
Keywords: mega-project management; MPM; post-merger integration; PMI; contingency theory; temporary organisations; acquisitions; aerospace and defence.
DOI: 10.1504/IJPOM.2020.111074
International Journal of Project Organisation and Management, 2020 Vol.12 No.4, pp.380 - 406
Received: 10 Oct 2019
Accepted: 10 Jan 2020
Published online: 09 Nov 2020 *