A study of entropy in post-merger and post-acquisition integration.

摘要

This hermeneutic phenomenological study explored the concept of entropy applied to post-merger and post-acquisition integrations through the lived experiences of 21 senior managers and executives of United States based service oriented corporations. Findings from this study included 11 core themes and 3 corollary themes. The themes suggested an underlying negative presence of the entropy phenomenon during integration in terms of five interrelated entropy factors with an order of precedence: (a) leadership, (b) communication, (c) organizational culture, (d) people, and (e) strategy. Four overall implications evolved from the study: (a) a thorough description of entropy during integration, (b) a descriptive definition of entropy and integration, (c) an entropic model of post-merger and post-acquisition integrations, and (d) support for a new branch of merger and acquisition research. The implications to leadership included the emergence of leadership as the most important entropy factor and the value of knowledge gained regarding the entropy phenomenon for corporate leaders involved in the integration decision making process.