Mergers and Acquisitions. Creating Integrative Knowledge. Strategic Management Society

  • ID: 2218565
  • Book
  • 288 Pages
  • John Wiley and Sons Ltd
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Mergers and acquisitions continue to be actively pursued by firms across the globe, yet many of them are unsuccessful. This thought–provoking book reviews both successful and unsuccessful mergers and acquisitions, exploring the reasons why so many fail to live up to expectations.

Drawing on the latest scholarly research, the book presents original ideas about the merger and acquisition strategy, the effects of mergers and acquisitions on performance, and the critical processes involved in implementation and integration. It also explores new areas, such as the role of culture and leadership, and the importance of knowledge transfer and learning. Contributors include highly respected scholars, such as Joe Bower, Harbir Singh, David Jemison and Miriam Erez, as well as up–and–coming stars, such as Jeff Reuer, Tom Brush and Rikard Larsson. Together, they stretch the boundaries of what we know about these complex phenomena.

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List of Figures.

List of Tables.

Lists of Contributors.

Introduction: Amy L. Pablo And Mansour Javidan.

Part I: M&A Performance:.

1. Mind The Gap: Key Success Factors In Cross–Border Acquisitions: Noa Erez–Rein (Australian Graduate School of Mangement), Miriam Erez (Faculty of Industrial Engineering and Management, Technion, Israel Institute of Technology),.

2. The Secrets Of M&A Success: A Co–Competence & Motivational Approach To Synergy Realization: Rickard Larsson (School of Economics and Management, Technion, Israel Institute of Technology), Kenneth R. Brousseau (Decision Dynamics LLC) Michael Driver (Marshall School of Business, University of Southern California), Patrick Sweet (Decision Dynamics AB).

Part II: M&A Strategy:.

3. Cross–Border Mergers And Acquisitions: Challenges And Opportunities: Michael Hitt (Mays School of Business, Texas A&M University) And Vicenzo Pisano (Arizona State University).

4. Firm Competitiveness And Acquisition: The Role Of Competitive Strategy And Operational Effectiveness In M&A s: Paul Mudde (Siedman School of Business) And Thomas Brush (Krannert Graduate School of Mangement, Purdue University).

5. Acquisitions Of Entrepreneurial Firms: A Comparison Of Private And Public: Jung–Chin Shen (Strategy and Management Department, INSEAD) And Jeffrey Reuer (Fisher College of Business, Ohio State University).

Part III: Merger Implementation And Integration:.

6.The Role Of The Corporate Academy In Mergers And Acquisitions: Shlomo Ben–Hur And Todd Thomas (DaimlerChrysler Services Academy).

7. Managing The Acquisition Process: Do Differences Actually Exist Across Integration Approaches: Kimberly Ellis (Eli Broad Graduate School of Mangement, Michigan State University).

Part IV: Culture And Leadership In M&A s:.

8. The Neglected Role Of Leadership In Successful M&A: Sim Sitkin (Center for Organizational Research at the Fuqua School of Business) And Amy L. Pablo (Haskayne School of Business, University of Calgary).

9. The Role Of CEO Charismatic Leadership In Effective Implementation: David Waldman (School of Managbement at Arizona State University – West).

10. The Impact Of Culture Differences On Strategy Realization: Vera Hertog (Vlerick Leuven Gent Management School, Universiteit Gent).

Part V: M&A Knowledge Transfer And Learning:.

11. Technology Based Industries: Danna Greenberg (Faculty of Management, Babson College).

12.Does It Pay To Capture Intangible Assets? Asli Arikan (Boston University).

Part VI: Research In M&A s:.

13.What Have We Learned From M&A Research? Joseph Bower ( Harvard University).

14. Where We ve Been And Where We re Going: Amy L. Pablo , Mansour Javidan(Haskayne School of Business, University of Calgary), Harbir Singh (The Wharton School, The University of Pennsylvania), Michael Hitt (Mays School of Business, Texas A&M University) And Dave Jemison (McCombs School of Business, University of Texas at Austin).

Index

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Amy L. Pablo is Associate Professor of Strategic Management in the Haskayne School of Business at the University of Calgary.

Mansour Javidan is Professor of Strategic Management and Chair of the Department of Strategy and Global Management in the Haskayne School of Business at the University of Calgary.

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