We introduce a paradox-theoretical framework to parsimoniously categorize and explain inherent tensions during post-merger integration (PMI), their interrelations, and how they can be managed. Specifically, combining the notion of paradoxes as contradictory, self-referential, and persistent tensions with established categorizations of management paradoxes, we develop a typology of four generic paradoxes in PMI: PMI organizing paradox (autonomy versus control); PMI belonging paradox (shared versus separate identities); PMI performing paradox (collaboration versus competition); and PMI learning paradox (capturing short-term versus creating long-term benefits). Moreover, by invoking three established categories of organizational responses to paradoxes—i.e., “Either-Or,” “Both-And,” and “More-Than”—we outline possible approaches to address the PMI-paradoxes. Finally, we introduce a configurational perspective to managing PMI-paradoxes, including propositions as to how (the approaches to) PMI-paradoxes are related to the level of strategic interdependence of the acquiring and acquired firm, as well as how the different PMI-paradoxes are interrelated. Our key idea is that PMI can be understood as the management of intertwined paradoxes—a notion that enhances the PMI literature, and has implications for research on, and management of, PMI.
