우수 중소기업의 M&A이후 통합(PMI) 실패사례를 통한 기업의 전략적 접근

Managers need to understand how to best show leadership in a merger-not least because of the many unsuccessful post-merger integrations that have been reported in many case studies. This case study, that follows a merger in SME (Small-Medium Enterpise) auto parts sector, aims at verifying the recommendations in the literature on how to prevent and counter resistance to fail during PMI process and concentrates on the integration of success and failure in narratives of post-merger integration. As a acquirer, the company “I”is about to acquire the company “A.” The company “I” expected various synergy effects such as increasing revenues, domestic customers and overseas expansion. The company “I”, however, had some strategic problems during process of integration. The company “I” did not have a specific integration strategy and plan with M&A expertise before it started execution of integration of both companies in D‐Day and did not completed the integration of both companies efficiently and effectively. The company “I” did not utilized integration scenarios by advisor’s comment based on integration situations. The strategic factor is important to acknowledge for preventing post-merger integration failure and the findings from this case-study highlights the importance of maintaining positive employee perceptions during a whole merger processes. This case-study aims at adding to the knowledge base on facilitating post-merger implementations