The roles of trust, risk and control in successful post-acquisition integration in the space industry

Derbyshire, Ed (2006) The roles of trust, risk and control in successful post-acquisition integration in the space industry. MBA dissertation, University of Portsmouth.

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    Growth is a vital constituent of most companies' strategies. This growth can be achieved though internal organic growth or, externally, through alliance, partnership or acquisition. Taking the road of acquisition represents, however, a significant level of risk to capital, equity and company reputation, not to mention the human elements involved. Literature is fulsome on how to approach the acquisition through the due diligence phase and up to closure. It is not so fulsome on how to deal with post-acquisition integration. It is even less voluminous when it comes to dealing with the people side of the integration. For a company engaged in the space industry, which is heavily reliant on key staff who hold much tacit knowledge, it might be considered useful to examine what aspects might contribute to a successful integration, thus protecting and increasing the chances of a successful acquisition. In particular, this paper focuses on the role of control of the newly acquired company, the level of trust deemed optimal, and associated inherent risk that is adopted between acquirer and acquired staff. The research uses a case study of a current acquisition to explore these aspects in order to develop a model that can be used in future acquisitions to retain newly acquired staff and to build mutual trust and respect.

    Item Type: Dissertation
    Departments/Research Groups: Portsmouth Business School > Operations and Systems Management
    Depositing User: Jane Polwin
    Date Deposited: 20 Jan 2011 12:47
    Last Modified: 28 Jan 2015 11:13

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