Chronological description of the key events
| Period | Year | Events |
|---|---|---|
| Acquisition announcement Acquirer acknowledged the unique capabilities of the target | ||
| Period I | Year 1–2 | Structural intervention to preserve target capability |
| ||
| Period II | Year 3–4 | Managerial interventions to facilitate two-way knowledge transfer |
| ||
| Period III | Year 5-Year 7 |
|
| Year 10 | Operational integration complete Further management changes within the BU Efforts to recover in customer relationships | |
| Year 12 | The BU was sold following the corporate decision to narrow down focus |
| Period | Year | Events |
|---|---|---|
| Acquisition announcement | ||
| Period I | Year 1–2 | Structural intervention to preserve target capability |
Granting autonomy to target management Key target managers retained Target management maintain autonomy as in pre-merger Creation of new BU | ||
| Period II | Year 3–4 | Managerial interventions to facilitate two-way knowledge transfer |
Move of the target HQ Managerial integration at the target HQ Key target managers retained Target subsidiary managers retained; operations continued as in pre-merger | ||
| Period III | Year 5-Year 7 | Complete integration to enhance coordination Appointment of acquirer managers to lead the BU The launch of a new brand identity Frequent visits and communication of BU top management in subsidiaries Codification of implicit target knowledge Communication to employees highlighting the characteristics of acquirer and target Target subsidiary managers lost operational autonomy Harmonization at the subsidiary level Formalization and standardization Employee turnover |
| Year 10 | Operational integration complete | |
| Year 12 | The BU was sold following the corporate decision to narrow down focus |