TY - JOUR
T1 - The integration journey
T2 - An attention-based view of the merger and acquisition integration process
AU - Yu, Jisun
AU - Engleman, Rhonda M.
AU - Van de Ven, Andrew H
PY - 2005
Y1 - 2005
N2 - This paper reports findings from an eight-year ethnographic study of the integration process in a large healthcare system formed in a 1994 merger. We examine the post-merger integration process by analyzing the relative amounts of time that senior managers in one unit of this organization spent discussing various integration topics and issues in their bi-weekly meetings from 1995 to 2002. We also describe the different patterns observed when managers addressed topics in their meetings related to internal unit integration versus integration with other parts of the organization. Finally, we identify a vicious cycle of repeated conflicts in how organizational members made sense of issues that emerged during the post-merger integration journey.
AB - This paper reports findings from an eight-year ethnographic study of the integration process in a large healthcare system formed in a 1994 merger. We examine the post-merger integration process by analyzing the relative amounts of time that senior managers in one unit of this organization spent discussing various integration topics and issues in their bi-weekly meetings from 1995 to 2002. We also describe the different patterns observed when managers addressed topics in their meetings related to internal unit integration versus integration with other parts of the organization. Finally, we identify a vicious cycle of repeated conflicts in how organizational members made sense of issues that emerged during the post-merger integration journey.
KW - Integration process
KW - Managerial attention
KW - Mergers and acquisitions
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U2 - 10.1177/0170840605057071
DO - 10.1177/0170840605057071
M3 - Review article
AN - SCOPUS:27644492336
SN - 0170-8406
VL - 26
SP - 1501
EP - 1528
JO - Organization Studies
JF - Organization Studies
IS - 10
ER -