Introduction

In an ongoing effort for organizations to remain competitive and innovative, the strategic option of mergers and acquisitions (M&A) has increased significantly in popularity over the past 25 years during a time when there has been a radical change in the motives and objectives of integrating organizations. This form of organizational development has proved to be a popular means for achieving corporate diversity, growth, and rationalization and provides the flexibility for organizations to grow quickly and develop a competitive advantage (e.g. access to new markets, resources and competencies, and rationalization). M&A can add value and create significant opportunities for both organization and individual alike, helping to fulfill unmet needs (e.g. new knowledge and capabilities) and enabling opportunities to revitalize and shore up long-term survival. A combination of existing forms of knowledge can encourage new knowledge to evolve. However, even though they are often the preferred route for growing organizations, there is further data raising awareness to underachievement, underperformance, and stakeholder dissatisfaction. A number of studies highlight that over half of acquisitions fail to meet the objectives of the parties involved. This chapter provides context to the current study by investigating trends, integration objectives, and common features of success and failure.