Balancing change and continuity in post-merger integrations: the multi-hub, multi-brand integration of ITA into Lufthansa Group

Abstract

This qualitative study examines key factors for balancing integration and preservation in post merger integrations, focusing on Lufthansa Group’s integration of ITA Airways within a multi-hub, multi-brand model. Findings reveal Lufthansa’s strategic goal to integrate ITA Air ways as the fifth airline in its full-service carriers portfolio while preserving its brand, identity, and workforce, requiring clear governance frameworks to delineate areas for integration ver sus autonomy. By combining literature and interview insights, the study proposes a compre hensive framework highlighting Role & Target Operating Model Definition, Future Leader ship Appointment, Cultural Awareness, Communication, and Change Management to address post-merger complexities and ensure long-term success.