This conceptual paper aims at exploring the role of organizational unlearning in postacquisition integration. While M&A are frequently pursued for learning and knowledge acquisition motives, they often fall short of delivering on the initial promises due to failures in post-acquisition integration. Previous research unfolded that post-acquisition performance depends on the organizational fit between two organizations. Yet, we know relatively little about how the integration of the acquired firm has to be managed in order to overcome problems of organizational fit. Therefore, we investigate the role of organizational unlearning in reconciling organizational misfit in post-acquisition integration. Our arguments suggest that especially in cases of fundamental differences in belief systems organizational unlearning fosters postacquisition performance and knowledge transfer.
Language
English
Keywords
Organizational Learning
Organizational Unlearning
Organizational Knowledge
Organizational Fit
Mergers & Acquisitions
Post Merger Integration
HSG Classification
contribution to scientific community
Refereed
Yes
Book title
Dare to Care: Passion and Compassion in Management Practice and Research
Publisher
Academy of Management
Publisher place
New York
Volume
Paper Session 998
Start page
38
Event Title
70th Academy of Management Annual Meeting (AOM) 2010 "Dare to Care"