The complementing and facilitating nature of common ground in acquisitions – why task and human integration are still necessary in the presence of common ground

This longitudinal case study reveals common ground – shared knowledge and beliefs between acquirer and target – as a double-edged sword in post-merger integration. While shared industry experience and compatible perceptions accelerate task integration and operational efficiency through self-coordination, relying solely on common ground without deliberate human integration measures creates an illusion of success that masks emerging cultural clashes. The research demonstrates that “us versus them” mentality emerges within months when management lacks commitment and clear communication, showing that common ground facilitates but cannot substitute for formal human integration efforts and top-management involvement.