Abstract

Mergers and acquisitions (M&A) have long been an important strategy for achieving growth. Levels of M&A have been increasing over the past 10 years. An enduring challenging problem post M&A is the effective integration of the technology platforms of the acquired and acquiring firms. This study investigates the enablers and inhibitors of successful post-acquisition technology platform integration (PATPI) through the lens of interdependent People, Process, Technology, and Data capabilities. Based on data collected from interviews with senior leaders combined with publicly available secondary data, a multi-site qualitative comparative case study analysis was used to identify enabling and inhibiting platform integration practices and capabilities across eight acquiring firms. Findings indicate that companies that achieved the most successful post-acquisition technology integrations were those that developed internal dynamic capabilities to balance the objectives of platform consolidation and synergy realization and align these with strategic acquisition rationale. Equally important, they balanced the focus on people and culture, underpinned by methodical planning, effective execution, and a strong emphasis on data integrity. The research extends the dynamic capabilities framework and Strategic Alignment Model (SAM) to the post-acquisition technology platform integration context. It provides the potential to enhance practice by offering concrete frameworks and strategies for platform integration leaders, emphasizing early talent retention, scalable IT architecture, data governance, and strategic alignment.

Library of Congress Subject Headings

Information technology—Management; Consolidation and merger of corporations—Management; Strategic planning; Systems integration

Date of Award

2025

School Affiliation

Graziadio Business School

Department/Program

Business

Degree Type

Dissertation

Degree Name

Doctorate

Faculty Advisor

John Mooney

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