Exploring international acquisition integration process: an organizational identity perspective

This paper focuses on the investigation of international post-acquisition integration process from the perspective of organizational identity work. By adopting a qualitative case study approach, we empirically examined the identity work of organizational members within a target British company that was acquired by an American multinational company and experienced a series of organizational changes within the facilities management industry. The research findings reveal that there is somewhat a sense of hybrid/ dual-identity that existed within the industry and all associated organisations. The nature of the business as a service provider blurs the lines between who the members actually belong to and there may be confusion as to who they are accountable for. Organizational members oscillate their organizational identification in the process of international post-acquisition integration to maintain a sense of self-continuity under organizational changes.