This study examines the degree of autonomy provided by acquiring companies to the management of acquired firms in the managing of post-acquisition operations as well as the relationships between such autonomy and the perceived success of the acquisition. Results show that in unrelated acquisitions the extent of autonomy is significantly greater than in related acquisition. Also, autonomy is positively associated with superior performance in unrelated acquisitions, but the relationship is not significant in related acquisitions. Implications for future research and management practice are discussed.
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