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by Shawn Halladay, John C. Deane & Joe Nachbin
Spring 2001 issue

One simply has to peruse any edition of Equipment Leasing Today to know that the mergers and acquisitions market in the equipment leasing industry has been very active over the past several years. The consequences of this activity have been varied, with effects on pricing, marketshare, and competition, to name but a few of the more visible facets. There are other, less visible facets,however, some of which directly correlate to the success of the acquisition or merger. These effects usually relate to the organizational aspects of actually completing the integration of the two companies in the transaction. With this in mind, this article examines recent acquisitions and mergers from an organizational perspective, specifically, how companies, when making an acquisition, integrate the target company into the acquirer's organizational structure. As part of this examination we explore the dynamics of organizational change, the experience of lessors in this regard, and conclusions that may be drawn.