Organizational Change and Strategic Integration in Disney’s Acquisition of 21st Century Fox

Xiaomeng Wan

doi:10.54097/7rfbf982

Authors

Xiaomeng Wan The University of Edinburgh, Edinburgh, EH8 9YL, United Kingdom

DOI:

https://doi.org/10.54097/7rfbf982

Keywords:

Disney Aquisitions, Disney, 21st Century Fox, post-merger integration, strategic change management, 7S framework, dynamic capabilities, cultural resistance, Direct-to-Consumer model

Abstract

This study critically examines the post-merger integration process of Disney’s acquisition of 21st Century Fox, focusing on strategic change management. The analysis applies the Waterman 7S framework, Kotter and Schlesinger’s resistance-to-change strategies, and dynamic capabilities theory to assess structural realignment, cultural integration, talent retention, and skill reconfiguration. Disney successfully implemented a Direct-to-Consumer strategy and expanded its IP portfolio. However, its centralized control model constrained creative autonomy, weakened cultural integration, and created operational overlaps. Path dependency in content development, top-down cultural imposition, and insufficient skill synergy mechanisms are also identified. This study offers practical insights for media industry managers navigating large-scale M&A transformations, with strategic recommendations including rebalancing content portfolios, establishing symbolic leadership roles, and diversifying revenue streams beyond streaming subscriptions.

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