ABSTRACT
This chapter deals with the complexity and contradictions of the post-merger integration (PMI) process faced by leaders and HR managers. Different streams of management research, in isolation from each other, failed to explain the high failure rate of mergers and acquisitions (M&A). This chapter combines knowledge from different streams and builds on the concept of contextual ambidexterity to deal with the complexity of PMI. It offers more sophisticated conceptualization of the effects of human integration and task integration on M&A performance in the context of various integration approaches.
