F. Leroy (France)
M&As, implementation, integration process
A merger entails a multidimensional interaction between companies. This interaction can be translated by a strong organizational integration. This paper analyzes the combination modes between companies and studies the organizational profiles of entities resulting from the merger. We try to answer the following questions: What is the organizational profile of the new entity? What does it inherit from the companies that engendered it? What are the selection criteria used to build up the new entity ?
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