This paper is intended to show potential pitfalls in the integration process during a merger. Different motives of mergers are summarised and the strategic importance of mastering the integration process is highlighted. I shall then turn to the last phase (post merger / integration phase) of the traditional three-phase merger model and show the critical success factors in the integration process. This includes amongst other things the management of organisational cultures, communication and leadership. Where suitable examples form past mergers will be given to illustrate the potential pitfalls. Finally I will present current guidelines and models for a successful integration based on the factors identified in the second part of this paper.

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