The Characteristics, Performance and Strategic Behaviour of Merged Versus Non-Merged Establishments in Britain

The Characteristics, Performance and Strategic Behaviour of Merged Versus Non-Merged... The paper compares the structural characteristics, market conditions, organizational features, strategic behaviour and performance of merged versus non-merged private business establishments in Britain. The results are based on the analysis of the 1990 Workplace Industrial Relations Survey. The following conclusions are reached: merged establishments tend to be rather old, of small to medium size, more likely to be foreign-owned and to be involved in manufacturing. Compared to non-merged establishments they are likely to operate in international and oligopolistic markets, in multi-products and in conglomerate businesses. The merged manufacturing establishments are more likely to have been involved in restructuring strategies and to have cut jobs and achieved productivity gains. More merged establishments declare a below-average financial performance. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Review of Industrial Organization Springer Journals

The Characteristics, Performance and Strategic Behaviour of Merged Versus Non-Merged Establishments in Britain

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Publisher
Springer Journals
Copyright
Copyright © 1999 by Kluwer Academic Publishers
Subject
Economics; Industrial Organization; Microeconomics
ISSN
0889-938X
eISSN
1573-7160
D.O.I.
10.1023/A:1007753010055
Publisher site
See Article on Publisher Site

Abstract

The paper compares the structural characteristics, market conditions, organizational features, strategic behaviour and performance of merged versus non-merged private business establishments in Britain. The results are based on the analysis of the 1990 Workplace Industrial Relations Survey. The following conclusions are reached: merged establishments tend to be rather old, of small to medium size, more likely to be foreign-owned and to be involved in manufacturing. Compared to non-merged establishments they are likely to operate in international and oligopolistic markets, in multi-products and in conglomerate businesses. The merged manufacturing establishments are more likely to have been involved in restructuring strategies and to have cut jobs and achieved productivity gains. More merged establishments declare a below-average financial performance.

Journal

Review of Industrial OrganizationSpringer Journals

Published: Oct 15, 2004

References

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