Mikhail A. CHERNYSHEVPeoples' Friendship University of Russia named after Patrice Lumumba (RUDN University), Moscow, Russian Federation ivanov.ad2017@yandex.ru ORCID id: not available
Subject. The features of company integration after a merger as a multi-level phenomenon encompassing strategic, organizational, cultural and technological aspects. Objectives. To conduct a comprehensive study of the mechanisms and tools for company integration following a merger, and to identify ways to increase operational and financial synergy in the context of Russian specificity. To substantiate recommendations for improving management practices, reducing risks and enhancing the efficiency of integration processes. Methods. The research employed methods of systems analysis, comparative analysis and situational analysis, case studies, as well as statistical and expert methods for assessing the synergistic effect. The empirical basis comprised official data, the results of interviews with managers of Russian companies, and an analysis of corporate documents and practical integration case studies. Results. The main challenges of company integration following mergers in the Russian Federation have been identified, including fragmentation of IT systems, differences in corporate cultures, insufficient unification of business processes and difficulties in internal control. Successful and unsuccessful integration examples have been analyzed, and effective tools for managing synergy have been highlighted – among them, the introduction of digital platforms, the development of unified integration standards, and a focus on building corporate identity. Measures have been proposed for implementing integration standards, developing knowledge-sharing systems and shaping personnel policies. These measures can significantly enhance the operational and financial synergy of merged companies and ensure their sustainable development in the long term. Conclusions. A comprehensive approach to company integration after a merger is needed, combining digitalisation, corporate culture development, improvement of internal control, and adaptation to the requirements of Russian legislation.
Keywords: mergers and acquisitions, company integration, operational synergy, financial synergy, post-merger integration
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