Conclusion
The research provides new insight into the application of SIT to M&A integration.
Normative SIT literature has provided pathways for understanding M&As, much of
which has centred on establishing intergroup-based single-identity approaches for
post-merger integration. The study found that the ingroup development intervention
facilitated pre-merger identification which resulted in positive post-merger identification
and intergroup relations. These findings are similar to previous studies in the field,
however, the research progresses our understanding of the use of pre-merger
identification by validating the contextual factors and mediators which allowed this
effect to occur. These included:
.
the criticality of post-merger structure in shaping identification processes;
.
providing legitimacy for both merging partners in a low-threat environment;
.
providing a positive superordinate entity to umbrella the integration process;
and
.
reducing status and dominance differentials between merging partners.
These factors highlight the unique dimensions of the case study which allowed for
pre-merger identification to be utilized as a means for developing effective integration.
Findings go one step further to explaining the variance seen in the field of SIT
surrounding the role of pre-merger identity. The contextual factors highlighted above;
if not met, go some way towards explaining the negative results seen from pre-merger
identification in previous research.