Reinventing business models within the post-acquisition process

Acquisitions remain an effective vehicle for growth. This study contributes to the research themes acquisition and business model innovation which help to explain how businesses create and capture value within the integration. This thesis elaborates the moderating effect of the level of human integration and the level of task integration on the relation between the level of autonomy of an acquired firm and business model innovation. With text-mining techniques and using an existing survey database which is collected with the purpose to gain better understanding of best practices and special problems in the integration process of international acquisitions in the period between 2009 and 2013, all constructs are gauged. Results show a internally and externally classification scheme of business model innovation (BMI) where a partnering and market type approach in the external classification is recognized. Furthermore, results show that post-acquisition integration is multi-dimensional with a distressed moderation on business model innovation. This contradictory moderating effect of the constructs level of human and task integration is presented and described in a concave upward or downward relationship between autonomy of the acquired firm and business model innovation. At high level of autonomy of the acquired firm, high levels of task integration weakens BMIExternal market and partnering whereas low levels of task integration strengthens BMIExternal market and partnering. At low level of autonomy, high levels of task integration strengthens BMIExternal market and partnering whereas low levels of task integration weakens BMIExternal market and partnering. At high level of autonomy of the acquired firm, high levels of human integration strengthens BMIExternal partnering whereas low levels of human integration weakens BMIExternal partnering. At low level of autonomy, high levels of human integration weakens BMIExternal partnering whereas low levels of human integration strengthens BMIExternal partnering. At high level of autonomy of the acquired firm, high levels of human integration strengthens BMIExternal partnering whereas low levels of human integration weakens BMIExternal partnering. At low level of autonomy, high levels of human integration weakens BMIExternal partnering whereas low levels of human integration strengthens BMIExternal partnering.