Organizational Culture in Mergers and Acquisitions
نویسندگان
چکیده
منابع مشابه
Mergers and Acquisitions: Strategic - Organizational Fit and Outcomes
This paper examines the effects of resource complementarity and organizational compatibility on merger and acquisition (M&A) outcomes. We also explore the effect of firms' previous M&A experiences. Our investigation focuses on two classes of events following M&As: organizational dissolution and involvement in subsequent M&As, with the firm continuance following the M&A as the “non-event.” Using...
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Mergers and acquisitions have become a normal business occurrence for companies large and small. Integration of entities following mergers and acquisitions are often more painful and less successful than they could be. The integration of information technology functions plays a vital role in the ultimate results of such a merger by actualizing product and customer synergies, establishing best p...
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Mergers and acquisitions M&As are the front line strategic option for organizations attempting to have competitive advantage over its competitors. Organizations word-wide spend billions of dollars in pursuit of this strategy. However, the success rate is less then estimable. This is mainly due to the clashes of corporate cultures. The objectives of this theoretical paper are to find out the rea...
متن کاملMergers and Acquisitions
what a merger is and how it differs from an acquisition; some of the reasons why companies merge; the underlying merger rationales; what a merger driver is; what the primary merger drivers are; the difference between horizontal integration, vertical integration and conglomeration; the basic merger lifecycle and lifecycle phases; some basic measures of success for mergers; the ...
متن کاملComplementarities in Mergers and Acquisitions
We examine theoretically and empirically the determinants of the degree of complementarity between bidders and targets in mergers and acquisitions. Our paper extends existing literature, which demonstrates that firms that have stronger complementarities are more likely to become merger partners, by addressing the heterogeneity in bidders’ and targets’ complementarity in observed acquisitions. O...
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ژورنال
عنوان ژورنال: Journal of Intercultural Management
سال: 2016
ISSN: 2080-0150
DOI: 10.1515/joim-2016-0023