Organizational fit and acquisition performance: Effects of post‐acquisition integration
基于美国制造业173起收购案例，研究发现收购双方高层管理风格差异会损害收购后绩效，无论整合程度高低；但奖励与评估系统差异则无显著影响。
Abstract Based on 173 acquisitions in the U.S. manufacturing industry, this study examines the impact of organizational differences between acquiring and acquired firms on post‐acquisition performance. The findings indicate that differences in top management styles have a negative impact on performance in acquisitions characterized by both high and low levels of post‐acquisition integration. However, no such relationship was observed between differences in the reward and evaluation systems and post‐acquisition performance in either the high or low integration subgroups. Implications of the findings, along with directions for future research, have been discussed in the concluding section of this paper.