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Outlines two basics of successful mergers and acquisitions: agree on who has to change; and ensure suitable cultures. Examines organizational culture in combining organizations, beginning before significant changes were introduced. Employs three figures to aid in explanation of the arguments....
Outlines the basic arithmetic of value and price in mergers and acquisitions, focusing on value and ignoring short‐lived accounting effects. States company buyers must select targets in which more value can be created, Uses figures and panels to give added explanation to ideas here, and the...
States mergers and acquisitions (M&A) activity produces notoriously mixed results but that some companies do very well using M&A to grow shareholder returns at a phenomenal rate. Records that M&A, long seen as the domain of finance and strategy, is becoming something to be managed across all...
Spells out that research shows synergies achieved are just not sufficient to justify the premiums paid. Focuses on recommendations for avoiding value destruction in mergers and acquisitions — rather than on research and analysis of why it occurs. Concludes that the likelihood of actually...
Looks at cross‐border cultural factors that are influential in mergers and acquisitions (M&A) settings and considers it is an under‐researched area — drawing from cross‐border culture research carried out in other sectors of management. States that, thanks to experience in M&A and other...
Contends that a continuous process of value‐destruction lurks in many diversified corporates, causing the HQ to depress the performance of subsidiaries, invisibly and inevitably. Cites evidence from research to argue that many big US and UK companies are ripe for demerger. Sums up, that for...
Contends that the greater the cultural distance or dissimilarity between two companies in a cross‐border merger and acquisition (M&A), the greater the risk of cultural clash. Highlights Asea Brown Boveri (ABB) — the Swiss‐Swedish company that is effective in acquisitions in Eastern Europe,...
Covers some of the pricing and valuation approaches advocated by different writers in areas ranging from strategy to post‐merger integration to cross‐border mergers and acquisitions. Argues that a careful analysis of all pricing factors calls for judgement and experience to generate maximum...
Looks at the effect of mergers and acquisitions on individuals in companies and how changes impact on them. Gives a panel that features the nine stages of emotional responses to merger and another panel features the five factors of the impact on staff. Highlights differences between Japanese and...
Advises that strategic, financial and implementation analysis should be united into a single process of acquisition planning and due diligence. Accepts that acquisitions frequently destroy more value than they create. Recommends linking the underlying strategy, with the anticipated source of...
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