Post-merger Integration

Julia Bodner*, Laurence Capron

*Corresponding author for this work

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This article discusses post-merger integration (PMI) and the trade-off between the economic benefits and costs that arise when organizations merge under a new organizational structure and reconfigure their businesses and resources. To reconfiguration scholars, PMI is a crucial tool for firms to reconfigure resources, product lines, and business units to adjust to internal and external environment needs. Other scholars focus on organization design, shedding light on structural integration following an acquisition and exploring key trade-offs of this process. We integrate reconfiguration and organization design aspects on choices of what and how to integrate after mergers and acquisitions, questions that have often been treated separately. We then outline how to design and conduct empirical research on PMI. We conclude by offering ideas for future research.

Original languageEnglish
Article number3
JournalJournal of Organization Design
Issue number1
Number of pages20
Publication statusPublished - Dec 2018
Externally publishedYes


  • Post-merger integration
  • Reconfiguration
  • Structural integration
  • Corporate strategy
  • Autonomy-coordination dilemma

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