Despite the growing number of acquisitions of entrepreneurial firms, the evidence of employment change resulting from such acquisitions remains ambiguous. Researchers have primarily relied on econometric models, large datasets of public companies and firm-level characteristics to examine post-acquisition employment change. This thesis seeks to extend the knowledge of acquisition induced employment change in a sample of Indian entrepreneurial firms using a mixed-method approach. It uses a systematic review to identify the gaps in the acquisition literature, followed by a matched-pair regression analysis to examine the short-term employment effects on the acquired firm. In addition, it uses a multiple case study method to investigate the firm and individual level issues that lead to post-acquisition turnover, especially in the top management team. The study makes four contributions to the field of entrepreneurship. Firstly, the systematic literature review highlights the complexity and ambiguity of the empirical evidence on acquisition induced employment change and the lack of coverage of entrepreneurial firms in the literature. Secondly, using quarterly employment data from a novel proprietary database of Indian entrepreneurial firms, the study finds that acquisitions do not lead to short-term employment loss in the acquired entrepreneurial firms vis-à-vis their non-acquired counterparts. Instead, it finds that financial, and related acquisitions lead to short-term employment growth in the acquired firms. Thirdly, the case findings highlight the importance of the integration and human capital strategy in mitigating the post-acquisition employee turnover risk. The findings reinforce the centrality of the top management team in the acquisition of entrepreneurial firms and underline their retention as a necessary precursor to acquisition success. The study also extends the voluntary turnover model by highlighting the issues that lead to the turnover of the top management team in entrepreneurial firms. Finally, through a three-stage framework, the study underlines the importance of temporality in post-acquisition employment change.