Date of Conferral

2021

Degree

Doctor of Business Administration (D.B.A.)

School

Management

Advisor

Matthew Knight

Abstract

West African companies witnessed a reduction in cross-border merger and acquisition (CBMA) activities in 2017 resulting in an $11 billion decrease in foreign direct investment. In addition, West African CBMA executives who do not reduce postmerger organizational issues are less likely to attract foreign direct investment, resulting in lower economic productivity. Grounded in Tannenbaum and Schmidt’s situational leadership theory, the purpose of this qualitative multiple case study was to explore strategies some CBMA executives use to reduce conflicting organizational issues in CBMAs to increase economic productivity. The participants comprised five CBMA executives of organizations active in CBMA in West Africa who had successfully reduced organizational issues in CBMAs and increased economic productivity. Data were collected from semistructured interviews and reviews of company documents. Yin’s five-step data analysis process, methodological triangulation, and thematic analysis were used to analyze the data. Three themes emerged: establishing the foundation, developing the team, and cascading the change. A key recommendation is for CBMA leaders to integrate teams from merging companies and establish a separate human resource team that oversees the integration process to ensure successful acculturation. The implications for social change include the potential for CBMA executives to increase business growth, resulting in increased employment leading to an improved standard of living for the people in local communities.

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