Abstract
Success of change management after acquisition has been a major issue in the literature, because studies (Burke, 2002; Probst and Raisch, 2005) have revealed that most of these companies suffer successful transition for several reasons. Drawing on the recent works in the literature, the purpose of this paper is to examine how Vodafone PLC Ghana has managed its change process and assess the effects of the process on work outcome and processes and organizational performance. The paper present findings from quantitative research involving 120 employees who were with the organization before the acquisition and spread within several departments of the organization. The research finds reveals that overall the change management process was successful and the primary reason for the success is adherence of management to propositions made by several authors in the literature.