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Is the speed of post-acquisition integration manageable? Case study: post-acquisition integration of HSBC with the Mercantile Bank, 1959-84

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  • Qing Lu

Abstract

This study aims to fill in the gaps in existing business history research regarding post-acquisition integration by adopting a case study of the post-acquisition integration process between HSBC and Mercantile Bank (MB) 1959-84. It explores the impact of the institutional environment and organisational transformation on the speed of integration and tries to explain why the integration between HSBC and MB took so long. This study may also give some indications to the current emerging multinational companies (MNCs) from the developing countries.

Suggested Citation

  • Qing Lu, 2014. "Is the speed of post-acquisition integration manageable? Case study: post-acquisition integration of HSBC with the Mercantile Bank, 1959-84," Business History, Taylor & Francis Journals, vol. 56(8), pages 1262-1280, November.
    • Handle: RePEc:taf:bushst:v:56:y:2014:i:8:p:1262-1280
    DOI: 10.1080/00076791.2013.876533
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    1. Jones, Geoffrey, 2005. "Renewing Unilever: Transformation and Tradition," OUP Catalogue, Oxford University Press, number 9780199269433.
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    Cited by:

    1. Bauer, Florian & King, David & Matzler, Kurt, 2016. "Speed of acquisition integration: Separating the role of human and task integration," Scandinavian Journal of Management, Elsevier, vol. 32(3), pages 150-165.

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