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Risk bartering: what post‐M&A integration teams really do
Author(s) -
Harwood Ian A.,
Chapman Chris B.
Publication year - 2009
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.845
Subject(s) - barter , grounded theory , currency , supply chain , key (lock) , business , computer science , economics , marketing , sociology , qualitative research , computer security , monetary economics , social science , macroeconomics
This study is based on a £240m post‐merger and acquisition integration project within an FTSE100 pharmaceutical manufacturing supply chain network which was successfully implemented over a four‐year period. By adopting a grounded theory methodology, the research identifies phenomena that occurred within the integration teams to give insights into ‘what is going on here?’ Through constant comparison analytical techniques, the research develops a substantive theory of ‘risk bartering,’ which explains how key individuals engaged and negotiated with each other, resulting in mutually acceptable integration scenarios, with risk being used as an underlying trading ‘currency.’ This provides novel insights into the role of risk in M&A integration change programs.Copyright © 2009 John Wiley & Sons, Ltd.

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