Date of Conferral

4-7-2026

Degree

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

School

Management

Advisor

Hyuk Kim

Abstract

Bank mergers continue to produce unintended declines in shareholder value, posing risks to financial stability, customer confidence, and long-term competitiveness in the southeastern United States. This challenge is especially critical for senior banking leaders, who must ensure that postmerger activities strengthen rather than undermine institutional performance. The purpose of this qualitative pragmatic inquiry was to examine the business strategies used by bank leaders in the southeastern United States to mitigate the unintended negative effects of postmerger activities on shareholder value. The study, grounded in agency theory, involved six senior bank leaders responsible for merger integration in the region. Data from semistructured interviews with participants were analyzed using an inductive thematic approach based on Braun and Clarke’s six-phase model. Three main themes emerged: (a) strategic value creation driven by disciplined leadership involvement, (b) governance and decision-making structures that reduce operational uncertainty, and (c) technology-enabled integration reinforced by employee motivation and stakeholder trust. The key recommendation is for bank leaders to adopt unified governance frameworks combining transparent communication, structured oversight, and technology modernization to preserve shareholder value throughout merger processes. The implications for positive social change include strengthening regional financial stability, improving consumer protection, and promoting economic well-being in communities served by merging banks. Effective postmerger integration can safeguard jobs, sustain customer trust, and contribute to resilient local economies.

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