Post-Merger Integration in Management Control Systems: A Case Study in the Global Construction Industry

Although post-merger integration (PMI) in management control systems (MCSs) is a key determinant of successful corporate mergers and acquisitions (M&As), it has not attracted due academic attention because the existing case studies on PMI is are highly concentrated on integration in terms of human resources and corporate cultures. In this study, we analyze the issues, solutions, and implementation of PMI tasks in MCSs at each phase of a cross-border merger from the perspective of the organization, and employees, policies and procedures, reporting, communication and monitoring, and information technology. Our case study has several implications for PMI in MCSs. First, expedited completion of PMI in MCSs is necessary because it is equivalent to structuring the a monitoring system of for overall management and PMI task processes at the acquired firm. Second, setting the extent of managerial discretion at the acquired firm is a prerequisite for the effective installation of MCSs. Lastly, in order to minimize merger risks, a PMI-dedicated business division must be designated in the an early phase and executed with due diligence.