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Executive duties in the process of combining

Executive duties in the process of combining Looks at how senior management teams and CEOs fall into the trap of thinking that their work is complete, following negotiated deals. Divides M&A into three phases — pre‐combination, combination and post‐combination and distinguishes between typical and successful combinations in terms of those phases (uses a table for highlighting this). Pinpoints, in a panel, Boeing's acquisitions of North American Rockwell — using transition teams, communication and guidelines, as explanatory reasons for this takeover. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Antidote Emerald Publishing

Executive duties in the process of combining

The Antidote , Volume 3 (3): 5 – May 1, 1998

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Publisher
Emerald Publishing
Copyright
Copyright © 1998 MCB UP Ltd. All rights reserved.
ISSN
1363-8483
DOI
10.1108/EUM0000000006468
Publisher site
See Article on Publisher Site

Abstract

Looks at how senior management teams and CEOs fall into the trap of thinking that their work is complete, following negotiated deals. Divides M&A into three phases — pre‐combination, combination and post‐combination and distinguishes between typical and successful combinations in terms of those phases (uses a table for highlighting this). Pinpoints, in a panel, Boeing's acquisitions of North American Rockwell — using transition teams, communication and guidelines, as explanatory reasons for this takeover.

Journal

The AntidoteEmerald Publishing

Published: May 1, 1998

Keywords: Mergers and acquisitions; Executives; Management culture

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