Mergers and acquisitions(M&A) are strategic route for companies to grow inorganically. Despite its complex nature and higher failure rate, companies continue to pursue this route. A plethora of research is available on mergers and acquisitions. However, most of them are either quantitative studies focused on financial aspects, or some qualitative studies done to explore the aftermath of post-merger integration (PMI). This qualitative case study aims to explore the motivations for companies to choose M&A as a strategic route for growth, and also highlight the key lessons derived from previous experiences of both pre- and post- acquisition phases. While doing so, it also sheds light on Human Resource Management (HRM) technology market where currently M&A is a dominant strategy for growth. The literature review is divided into two parts: motivations and M&A process which covers both pre- and post-acquisition phase. The case study is conducted in an organization that continues to pursue this route and has significant experience of M&A. People from senior leadership, management were interviewed, and a data-driven thematic analysis was conducted. The findings were discussed in relation to the existing theory as well as three dimensions: strategic logic, organizational behavior, and finance. These dimensions are used as a theoretical guidance to interpret the motivations and lessons with regards to the M&A performance. Some of the findings resulted in association with more than one dimension, highlighting the multi-dimensional nature of M&A and that its success or failures should be viewed in combination of these dimensions rather than only focusing on one aspect. In addition to it, the findings also reveal the opportunities and potential for M&A in the HRM technology market emphasizing on the need for more studies of M&A in this field.