Post-Merger Restructuring of the Labor Force

Post-merger restructuring and the boundaries of the firm

We examine how firms redraw their boundaries after acquisitions using plant-level data. We find that there is extensive restructuring in a short period following mergers and full-firm acquisitions. Acquirers of full firms sell 27% and close 19% of the plants of target firms within three years of the acquisition. Acquirers with skill in running their peripheral divisions tend to retain more acqu...

Restructuring of force networks.

The compaction of granular packings or soils is a collective process which for higher densities becomes increasingly slower reaching glassy behaviour. We present a study of this problem from various points of view, in particular we will represent the evolving force network that percolates through the system by an inverse fiber rupture model.

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)