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Reasons for Frequent Failure in Mergers and Acquisitions A Comprehensive Analysis /
Despite the goal of performance improvement, results from mergers and acquisitions (M&A) are often disappointing. Numerous empirical studies show high failure rates of M&A deals. Studies are mostly focused on individual determinants. The literature therefore lacks a more comprehensive framew...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Autor Corporativo: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Wiesbaden :
Deutscher Universitätsverlag : Imprint: Deutscher Universitätsverlag,
2007.
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| Edición: | 1st ed. 2007. |
| Temas: | |
| Acceso en línea: | Texto Completo |
MARC
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| 245 | 1 | 0 | |a Reasons for Frequent Failure in Mergers and Acquisitions |h [electronic resource] : |b A Comprehensive Analysis / |c by Thomas Straub. |
| 250 | |a 1st ed. 2007. | ||
| 264 | 1 | |a Wiesbaden : |b Deutscher Universitätsverlag : |b Imprint: Deutscher Universitätsverlag, |c 2007. | |
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| 520 | |a Despite the goal of performance improvement, results from mergers and acquisitions (M&A) are often disappointing. Numerous empirical studies show high failure rates of M&A deals. Studies are mostly focused on individual determinants. The literature therefore lacks a more comprehensive framework that includes different perspectives. Using four statistical methods, Thomas Straub shows that M&A performance is a multi-dimensional function. For a successful deal, the following key success factors should be taken into account: • Strategic logic which is reflected by six determinants: market similarities, market complementarities, operational similarities, operational complementarities, market power, and purchasing power. • Organizational integration which is reflected by three determinants: acquisition experience, relative size, cultural compatibility. • Financial / price perspective which is reflected by three determinants: acquisition premium, bidding process, and due diligence. All 12 variables are presumed to affect performance either positively or negatively. Post-M&A performance is measured by synergy realization, relative performance (compared to competition), and absolute performance. | ||
| 650 | 0 | |a Strategic planning. | |
| 650 | 0 | |a Leadership. | |
| 650 | 0 | |a Management. | |
| 650 | 1 | 4 | |a Business Strategy and Leadership. |
| 650 | 2 | 4 | |a Management. |
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