Eungoo KANG, Phouthakannha NANTHARATH, Hee-Joong HWANG / Journal of Distribution Science 18-6 (2020) 57-62 57 Print ISSN: 1738-3110 / Online ISSN 2093-7717 http://dx.doi.org/10.15722/jds.18.6.202006.57 The Strategic Process of Merger and Acquisition (M&A) Market Using Integrating Change Management Eungoo KANG 1 , Phouthakannha NANTHARATH 2 , Hee-Joong HWANG 3 Received: May 01, 2020. Revised: May 07, 2020. Accepted: June 05, 2020. Abstract Purpose: The present study offers merger and acquisition (M&A) strategy based on prior studies to assist the organizational practitioners in two companies’ cultures. In the analysis, a M&A plan to guide the evolving principles was created by present authors using change management model. Research design, data, and methodology: The successful M&A integration is setting goals, reconfiguring the cultural systems to align them with business goals. The employees must be involved, particularly with organizational change. Both companies also ought to undertake employee training following the resolving of worries and needs of employees. Finally, restructuring can include the moving of employees from areas where they may be struggling. Result: Discussing and trying to come to an agreement over which mode of acculturation would be most suitable in that particular state is the main focus. Practitioners of both Company A and Company B might find it much simpler to continue their focus and dynamism in the process of cultural integration. Conclusions: We believe that our approach adds an insight in the M&A literature. Managers at all levels of both organizations must take part in the process of M&A for both organizational cultures to come in sync and for change to take place. Keywords: Merger and Acquisition (M&A), Firm Strategy, Structural Change. JEL Classification Codes : G34, L10, L16. 1. Introduction 1112 Going through a change is relatively disconcerting for any organization and consequently, great, aggravated pressure for noticing the acumens of change are put on the management of these organizations. When two companies go through a merger, having a successful merger and 1 First Author, Post-Doctoral Researcher in Doctor of Business Administration, Saint Mary’s University of Minnesota, 2500 Park Ave Minneapolis, MN., US. Email: exkang14@smumn.edu 2 Second Author, Faculty, Economics and Fiscal Management, College of Local Administration, Khon Kaen University, 123 Mittrapap Rd, Muang, Khon Kaen 40002, Thailand, Email: nantha@kku.ac.th 3 Corresponding Author, Professor, Department of International Trade, Korea National Open University, South Korea. Tel: +82-2-3668-4683. Email: ygodson@knou.ac.kr ⓒ Copyright: The Author(s) This is an Open Access article distributed under the terms of the Creative Commons Attribution Non-Commercial License (http://Creativecommons.org/licenses/by-nc/4.0/) which permits unrestricted noncommercial use, distribution, and reproduction in any medium, provided the original work is properly cited. acquisition (M&A) will be heavily affected by cultural and organizational change. According to the study of Skypek (2014), the two merging companies can improve the possibility that they will make the most advantageous strategic decisions for their organizations by integrating change management examination into pre-agreement activities comprising the development of the acquisition approach, target determination, and due diligence. The aspect of providing leadership and direction to an organization from a present state to an anticipated forthcoming state in delineation is called change management. The efficacious transitioning of individuals and organizations to a new structure for undertaking business is the essence of change management. Accounting for the people aspect of organizational, practice, and technology changes and emphasizing the readying of individuals to be efficacious in the novel, impending organizational environment are principal functions of change management. As leaders’ opinions decide the direction that the organization takes, their role becomes crucial. Thus, organizational leaders and practitioners must