This dissertation develops an integrative coordination perspective on acquisition management. In doing so, three distinct studies provide comprehensive insights into three coordination devices that affect value creation in acquisitions differently. First, the implications of a strategic M&A intent influence the application of past learnings in acquisition integration. Second, orchestration of managerial knowledge, mitigate delays in acquisition integration. Third, the dissertation sheds light on CEO personality orchestration by highlighting the relationship between CEO similarity and shareholder wealth destruction. Thus, the dissertation’s findings contribute to organizational learning theory, the knowledge-based view, and the upper echelons theory. Furthermore, by linking three distinct studies through a lens of coordination, the dissertation offers a holistic approach, offering insights into the different nuances of coordination and its importance for successful acquisition management. Such findings enrich our understanding of acquisitions by directly contributing to theory while providing an integrative perspective to unify a dispersed body of acquisition literature.