The article focuses on the multidimensional drivers of Mergers and Acquisitions (M&A) performance, where strategic, organizational, and technological performance dimensions receive attention. Traditionally, financial measures have been used as the principal yardstick for assessing the successfulness of a corporate takeover, but this study presents and argues for a holistic, computationally-driven approach, balancing quantitative and qualitative dimensions. In this work, a comprehensive interpretive model, consisting of five major indices, is proposed: Strategic Readiness Score (SRS), Cultural Compatibility Index (CCI), Operational Efficiency Improvement Factor (OEIF), Technology Impact Score (TIS), and Adjusted Synergy Realization (ASR). A mixed-methods design was used to examine 50 M&A events in technology, healthcare, finance, and manufacturing. The results indicate that strategic preparedness has a drastic effect on revenue growth, while cultural fit and leadership trust are key factors for organizational unity. There was a clear correlation between higher levels of integration performance and operational efficiency gains, particularly through the automation of processes and the removal of redundancy. Implementation success of synergy varied among industries; values were greater for companies with formal strategic planning and a loose integration period. The findings highlight the necessity of a bundled evaluation model, which takes account of the tangible financial effect and focuses as well on the intangible role of the organization. The article offers both managerial implications for decision-makers striving for better M&A implementation and long-term value adding, as well as theoretical implications to the developing field of strategic management and corporate restructuring.