The PMI scorecard. A tool for successfully balancing the post-merger integration process.

  • Ruess M
  • Voelpel S
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Various post-merger integration (PMI) executives indicate the necessity of managing personnel, cultural, and stakeholder integration. These clearly stress the actor perspective. In contrast, other executives focus on strategic and structural integration. These executives clearly stress the content perspective of PMI. Although both of these perspectives are crucial, the exclusive focus on either one can undermine expected value realization. We present PMI from both the actor and content perspectives. Subsequently, we address PMI by means of the best practice example of the takeover of BOC (British Oxygen Company) by Linde. In this context, we also explain Linde's case for the merger with BOC. Our analysis of the Linde-BOC PMI shows that Linde's success is the result of a balance of actor and content orientations during the PMI process. This process can be visualized with the help of the PMI scorecard and its five actions fields. This new scorecard helps us spell out how balancing the five action fields leads to a balanced actor-content integration. We conclude with important practical lessons for executives using the PMI scorecard to balance the post-merger integration processes. (PsycINFO Database Record (c) 2012 APA, all rights reserved) (journal abstract)

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  • Michael Ruess

  • Sven C. Voelpel

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