The Integration Journey: An Attention-Based View of the Merger and Acquisition Integration Process
基于对1994年合并的一家大型医疗系统长达八年的民族志研究，分析了1995至2002年间高管会议中讨论整合话题的时间分配，揭示了内部整合与跨部门整合的不同模式，并识别出成员理解问题时的恶性循环。
This paper reports findings from an eight-year ethnographic study of the integration process in a large healthcare system formed in a 1994 merger. We examine the post-merger integration process by analyzing the relative amounts of time that senior managers in one unit of this organization spent discussing various integration topics and issues in their bi-weekly meetings from 1995 to 2002. We also describe the different patterns observed when managers addressed topics in their meetings related to internal unit integration versus integration with other parts of the organization. Finally, we identify a vicious cycle of repeated conflicts in how organizational members made sense of issues that emerged during the post-merger integration journey.