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58,80 €ISBN 978-3-8191-0735-1Softcover152 pages16 figures212 g21 x 14,8 cmEnglishThesis
June 2026
Faranak Yazdani
Business Process Harmonization in Mergers & Acquisitions
An Operational and Cultural Perspective
Mergers and Acquisitions (M&A) offer significant opportunities for growth but also present substantial integration challenges. A critical success factor during Post-Merger Integration (PMI) is the alignment of business processes, IT systems, and organizational structures while maintaining operational continuity and realizing expected synergies.
This dissertation examines Business Process Harmonization as a key mechanism for managing process diversity in M&A contexts. While existing research primarily focuses on the technical and operational aspects of process integration, this study adopts a holistic perspective that also incorporates organizational and cultural dimensions. By bridging the fields of Business Process Management (BPM) and M&A research, it addresses an important gap in the existing literature.
Using the Design Science Research methodology, the study develops a comprehensive framework for process harmonization based on Organizational Theory. The framework integrates the three core dimensions of culture, structure, and processes, thereby supporting both task integration and human integration. It provides organizations with a structured approach to harmonizing business processes while addressing the cultural challenges that often determine the success or failure of post-merger transformations.
The framework is validated through a real-world case study involving the merger of two leading German companies in the generator construction and energy services industry. The findings offer valuable insights for researchers and practitioners seeking to manage operational and cultural integration successfully in M&A environments.
This dissertation examines Business Process Harmonization as a key mechanism for managing process diversity in M&A contexts. While existing research primarily focuses on the technical and operational aspects of process integration, this study adopts a holistic perspective that also incorporates organizational and cultural dimensions. By bridging the fields of Business Process Management (BPM) and M&A research, it addresses an important gap in the existing literature.
Using the Design Science Research methodology, the study develops a comprehensive framework for process harmonization based on Organizational Theory. The framework integrates the three core dimensions of culture, structure, and processes, thereby supporting both task integration and human integration. It provides organizations with a structured approach to harmonizing business processes while addressing the cultural challenges that often determine the success or failure of post-merger transformations.
The framework is validated through a real-world case study involving the merger of two leading German companies in the generator construction and energy services industry. The findings offer valuable insights for researchers and practitioners seeking to manage operational and cultural integration successfully in M&A environments.
Keywords: Process Management; Mergers and Acquisitions; Organizational Culture; Business Process Harmonization
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Electronic publication (PDF): 978-3-8191-0674-3
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