POST-MERGER PRODUCT REPOSITIONING

Post-Merger Product Repositioning

We study mergers among firms that compete by simultaneously choosing price and location. The merged firm moves its two products away from each other to reduce cannibalization, and the nonmerging firms move their products in between the merging firm’s products. Post-merger repositioning increases product variety, which benefits consumers, but repositioning also affects post-merger prices in two ...

Post-merger integration

This article discusses post-merger integration (PMI) and the trade-off between the economic benefits and costs that arise when organizations merge under a new organizational structure and reconfigure their businesses and resources. To reconfiguration scholars, PMI is a crucial tool for firms to reconfigure resources, product lines, and business units to adjust to internal and external environme...

Post-merger Integration (pmi)

Coordinated Interaction: Pre-merger Constraints and Post-merger Effects

Concern about coordinated effects long has been central to U.S. merger policy. The first sets of Horizontal Merger Guidelines (“Guidelines”), issued by the Department of Justice in 1982 and 1984, focused their attention squarely on coordinated effects.1 The language of the 1984 Guidelines articulated the “unifying theme . . . that mergers should not be permitted to create or enhance ‘market pow...

Knowledge Sharing in Post Merger Integration

Our study examines the knowledge sharing at a global polymer manufacturing company during its post merger integration period. Drawing on the two opposing views on knowledge in organizations—knowledge-as-object and knowledge-as-relationship—and growing recognition in the literature that deliberate and formalized knowledge sharing approaches may not exactly mirror what is going on in the organiza...