Presents a conceptual framework that breaks down the overall process of integration of acquisition of four consecutive and jointly develop processes: the development of the logic of integration and performance goals, establishing an approach to the integration of planning, execution and implementation of the operational integration of strategic integration. Managing strategic dynamics of acquisition integration in a rapidly changing competitive environment requires the attention of all four processes and feedbacks between them. Analysis of the HP-Compaq merger, however, suggests that the creation of a strong feedback between the operational process of integration and development process integration logic and performance goals difficult. At the same time, it is necessary to maintain a stable top management attention to the rest of the long-term operational objectives of integration and multi-year strategic activities necessary to perform dynamic competitive challenges.
In order to understand the dynamics of the integration process of acquisition. "Hide
by Robert A. Burgelman, Webb McKinney Source: California Management Review 24 pages. Publication Date: 01 May 2006. Prod. #: CMR336-PDF-ENG
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