Over the last number of years mergers and acquisitions (M&As) as a strategic growth option has begun to take off and increasingly organisations are turning to this in-organic method to achieve a competitive advantage and greater speed of entry to new markets. But M&As suffer from high failure rates, with poor integration accounting for a third of all failures. Management has cited a lack of an adequate conceptual schemes to guide them through the acquisition integration process. Hence, the reason for the research findings presented here: developing a process model for acquisition integration success. A pragmatic qualitative case study methodology was adopted, with document analysis and semi-structured interviews used. Data were analysed using an iterative comparative method. An internal and external validation study was also undertaken to ensure the outcomes were valid and reliable. The research findings show the need for a complete acquisition integration process model to guide management through the integration process. The process model developed is based on the assumption that the acquisition strategy should drive the integration process. It was found that an organisation will stand a better chance of M&A success if the acquisition strategy using multiple fit factors (strategic, financial, cultural and organisational) is aligned throughout the complete integration process.



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