Date of Conferral

4-24-2026

Degree

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

School

Management

Advisor

Roger Mayer

Abstract

Mergers and acquisitions (M&A) have been widely used as a growth strategy; however, many organizations fail to achieve their desired outcomes. This ongoing risk is a major concern for business leaders because ineffective post-merger personnel integration can disrupt workforce stability, reduce productivity, and hinder organizational performance. Grounded in transformational leadership theory, the purpose of this qualitative pragmatic inquiry project was to explore the strategies business leaders used to integrate personnel during post-merger transitions. Data were collected through semistructured interviews with eight business leaders from global corporations who had successfully executed mergers and acquisitions, along with a review of publicly available documents to support data triangulation. Through thematic analysis, three interrelated themes emerged, including communication and transparency; leadership visibility and emotional presence; employee engagement and morale support. A key recommendation is that business leaders implement comprehensive, human-centered post-merger integration strategies grounded in transparent communication, visible leadership, and ongoing employee development to improve integration outcomes and organizational sustainability. The implications for positive social change included the potential to enhance employee well- being, strengthen job retention, and improve organizational sustainability during periods of significant organizational change.

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