In this paper we investigate the effects of human and task integration with respect to the strategic orientation of target firms. This approach is necessary, as prior empirical research is not univocal about as detrimental or beneficial effects of integration depend rather on the target strategy, structure and culture than on strategic fit. We give empirical evidence from 101 transactions with acquirers from the German speaking part of Europe that if an integration strategy is beneficial or detrimental depends on the strategic exploration and exploitation strategy of targets. While human integration is most beneficial in cases of a solely high strategic exploration or exploitation orientation when the vice versa strategy is rather low, task integration is only beneficial in cases of a low and high combined exploration and exploitation orientations. We conclude that the creation of mutual trust and a shared identity is a precondition for resource sharing and capability transfer. Nonetheless, this transfer is not always necessary to create value.
