M&As have become a daily buzz word in both academics and practitioners’ handbook for mechanical growth of firms. Similarly, the use or application of the business network concept has become popular too, during the past few decades in business research literature. However, the far-reaching volatility and interdependence of the business environment call for analytical tools to understand changes orchestrated by M&As in business networks. Accordingly, the paper adopts the business network approach, and builds on earlier network change studies using M&A case studies as illustration for the proposed network change typology. The proposed typology of network change suggests a temporal dimension to radical and incremental network changes. The paper argues that both radical and incremental changes may either be rapid or gradual, depending on the specific actor level, i.e., focal actor, dyadic and broader network levels concerning actors, resources and activities, and the pre- and post- acquisition phases. Further, the management of these changes are crucial to enhance overall acquisition performance.