David Ager holds a Ph.D. in Organizational Behavior from Harvard University. His research focuses on the intergroup nature of post-acquisition integration in the context of high growth entrepreneurial firms. Dr. Ager is a faculty member at Harvard University where he teaches courses in leadership and organizational behavior and serves as an assistant director of undergraduate studies.
He recently performed a three year intensive field study on post-acquisition integration. It proposes that even in situations where the cultures of the merging organizations are similar, actors may engage in what he labels an "avoid" dynamic that reinforces in-group and out-group differences, inhibiting integration. His study highlights the role of identity in shaping these post-acquisition integration outcomes.
His dissertation contributes to a better understanding of the reasons why so many mergers and acquisitions fail. It also contributes to theories of social identity and theories about the role of uncertainty in economic life.
Dr. Ager has consulted and taught for several large multi-national firms from different industries including finance, high- technology, hospitality, consumer products, bio-technology, bioenergy, tele-communications, and wholesale distribution. His consulting activities include leadership development, strategic planning, talent management, change management, M&A, team building and succession planning.