Organizational Identity and Value Creation in Post-Acquisition Integration

Through a longitudinal case study of five acquisitions made by the same acquirer, I explore the relationship between organizational identity, postacquisition integration and acquisition outcomes. The concept of organizational identity has received a substantial amount of attention over the last decades. Even so, knowledge of the consequences of organizational identity in organizations, and the mechanisms through which identity dynamics generate organizational outcomes is lacking. This thesis aims to contribute to our knowledge of the implications of organizational identity in post-acquisition integration processes, and through this, how value is created