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Post-merger integration and change processes from a complexity perspective

机译：从复杂性角度看合并后的整合和变更过程

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Purpose – The purpose of this paper is to analyse change processes in the post-merger integration (PMI) phase from a complexity theory perspective. Therefore, it looks at the merged organisation as a complex adaptive system (CAS). Design/methodology/approach – Post-merger situations borrowed from literature and a one-day expert workshop with integration managers are related to the characteristics of CASs. During the workshop, data of the change process in different PMI phases are collected and the integration activities are analysed with a coded event history analysis. Findings – Change processes in the PMI phase are very complex and the newly merged organisations experience tension and non-linear behaviour, but positive self-organisation, a major property of CASs, cannot always emerge as the required prerequisites are sometimes not given. Research limitations/implications – Insights of the workshop are limited to personal statements of the participants. In order to further investigate the PMI process under a complexity perspective, additional research in the form of longitudinal case studies including methods of storytelling and narratives should be considered. Practical implications – Leaders and integration managers need a great repertoire of behaviours in order to both manage the challenging change processes by planning and controlling the integration activities and allow self-organisation to emerge. Originality/value – The paper offers a deeper understanding of the complex change processes in the PMI phase by using the metaphor of complexity theory and CASs.
机译：目的–本文的目的是从复杂性理论的角度分析合并后整合（PMI）阶段的变更过程。因此，它将合并后的组织视为一个复杂的自适应系统（CAS）。设计/方法/方法–从文献中借来的合并后情况以及与集成管理人员进行的为期一天的专家研讨会与C​​AS的特征有关。在研讨会期间，将收集不同PMI阶段中变更过程的数据，并使用编码的事件历史分析来分析集成活动。发现– PMI阶段的变更过程非常复杂，新合并的组织经历着紧张和非线性行为，但是积极的自组织是CAS的主要特征，由于有时没有给出所需的先决条件，因此它并不总能出现。研究的局限性/意义–研讨会的见解仅限于参与者的个人陈述。为了从复杂性的角度进一步研究PMI流程，应考虑采用纵向案例研究形式的其他研究，包括讲故事和叙述的方法。实际意义–领导者和整合经理需要有足够的行为举止，以便通过计划和控制整合活动来管理具有挑战性的变更流程，并使自我组织得以形成。原创性/价值–本文通过使用复杂性理论和CAS的比喻，对PMI阶段的复杂变化过程进行了更深入的了解。

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