Post-acquisition integration of employees : a case study of Norsk Hydro
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This study explores and investigates the integration of employees after a cross-border acquisition has been signed and closed. An exploratory study of Norsk Hydro has been conducted using a qualitative research design, with five in-depth interviews of employees from Norsk Hydro and from the organization’s divisions in Germany and Brazil. The number of cross-border acquisitions have increased in the past decades as a way of companies to renew their competitive positions in the global market. With an acquisition comes a difficult integration process, and previous research has shown that many cross-border acquisitions fail due to value differences, procedural differences, and differences in communication styles. The empirical findings of this study has identified several factors that has impact on the social aspects of an integration process. An extended model has been presented that illustrates how these factors are linked to each other and how they together can facilitate for a successful integration of employees, if managed properly. The findings are relevant for managers in organizations who are undergoing cross-border acquisitions, and for employees that have to integrate with a new organization.