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Academic literature on the topic 'Mergers'

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Published: 4 June 2021
Last updated: 29 July 2024

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Journal articles on the topic "Mergers"

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Fong, Ivan, Fenqi Wang, Kira Chan, Tyne Johnson-Dhillon, Jadeyn Trasolini, Dawn Behne, Allard Jongman, Joan Sereno, and Yue Wang. "Phonetic adaptation in conversation: The case of Cantonese tone merging." Journal of the Acoustical Society of America 155, no. 3_Supplement (March 1, 2024): A314. http://dx.doi.org/10.1121/10.0027635.

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Phonetic adaptation occurs when one interlocutor adjusts their speech to converge to or diverge from that of their conversation partner to enhance intelligibility. While most research investigates segmental adaptations, our study focuses on suprasegmentals, specifically Cantonese tone merging. Some Cantonese speakers (“mergers”) are found to merge certain lexical tones (e.g., mid-level Tone3 and low-level Tone6), which may cause confusions when interacting with non-merger speakers. Previous research has shown that a merger may unmerge a level tone pair (Tone3/Tone6) when shadowing a non-merger. However, still unclear is whether such changes result from automatic acoustic mimicking or reflect goal-oriented adaptations for intelligibility benefits. This study uses an unscripted conversation task involving a merger and a non-merger playing a video game, where productions of merged tones may cause confusions, thus motivating goal-oriented adaptations. Initial acoustic analyses focus on average F0 and F0 taken at 10 points along the contour in target Tone3 and Tone6 productions by mergers. Differences in these values for Tone3 versus Tone6 provide evidence that a merger is unmerging the tone pair. Preliminary results show increasing unmerging trends as the task progresses, suggesting progressive alignment toward a non-merger’s productions for intelligibility gains.
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Pazarskis, Michail, Nikolaos Giovanis, Andreas Koutoupis, and Aikaterini Chasiotou. "MERGER DECISIONS, ACCOUNTING INFORMATION AND PERFORMANCE STABILITY INSIDE AND OUTSIDE OF ECONOMIC CRISIS PERIODS: EVIDENCE FROM GREECE." Journal of Business Economics and Management 23, no. 5 (November 8, 2022): 1170–93. http://dx.doi.org/10.3846/jbem.2022.17697.

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This study examines the merger decisions from a sample of Greek listed companies in the economic crisis period and shortly after its end, by employing various quantitative and qualitative variables of mergers that signalize different levels of risk. The results revealed that the performance subsequent of mergers is not significantly different for the merged companies. But in comparison to control sample of companies without mergers for the examined period, the results reveal that merger transactions signalize a more stable profitability and better performance for the companies with mergers. Furthermore, merger events signalize different performance levels during and after the crisis: mergers that took place when there was no economic crisis are far more profitable and lead to better performance from mergers during the period of economic crisis. Last, regarding the industry relatedness of the merged firms, the industry type and the merger combination of merged companies, there is not any impact from them on the post-merger performance in the examined accounting measures. The study proposes for companies that during crisis periods maybe merger be the only way to survive and provide a stable profitability and accounting performance for shareholders.
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Koetter, Michael. "An Assessment of Bank Merger Success in Germany." German Economic Review 9, no. 2 (May 1, 2008): 232–64. http://dx.doi.org/10.1111/j.1468-0475.2008.00432.x.

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Abstract German banks have experienced a merger wave since the early 1990s. However, the success of bank mergers remains a continuous matter of debate.This paper suggests a taxonomy to evaluate post-merger performance on the basis of cost and profit efficiency (CE and PE). I identify successful mergers as those that fulfill simultaneously two criteria. First, merged institutes must exhibit efficiency levels above the average of non-merging banks. Second, banks must exhibit efficiency changes between merger and evaluation year above efficiency changes of nonmerging banks. I assess the post-merger performance up to 11 years after the mergers and relate it to the transfer of skills, the adequacy to merge distressed banks and the role of geographical distance. Roughly every second merger is a success in terms of either CE or PE. The margin of success in terms of CE is narrow, as efficiency differentials between merging and non-merging banks are around 1 and 2 percentage points. PE performance is slightly larger. More importantly, mergers boost in particular the change in PE, thus indicating persistent improvements of merging banks to improve the ability to generate profits.
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Ginzburg, Sivan, and Eugene Chiang. "Heavy-metal Jupiters by major mergers: metallicity versus mass for giant planets." Monthly Notices of the Royal Astronomical Society 498, no. 1 (August 19, 2020): 680–88. http://dx.doi.org/10.1093/mnras/staa2500.

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ABSTRACT Some Jupiter-mass exoplanets contain ${\sim}100\, {\rm M}_{\hbox{$\oplus $}}$ of metals, well above the ${\sim}10\, {\rm M}_{\hbox{$\oplus $}}$ typically needed in a solid core to trigger giant planet formation by runaway gas accretion. We demonstrate that such ‘heavy-metal Jupiters’ can result from planetary mergers near ∼10 au. Multiple cores accreting gas at runaway rates gravitationally perturb one another on to crossing orbits such that the average merger rate equals the gas accretion rate. Concurrent mergers and gas accretion implies the core mass scales with the total planet mass as Mcore ∝ M1/5 – heavier planets harbour heavier cores, in agreement with the observed relation between total mass and metal mass. While the average gas giant merges about once to double its core, others may merge multiple times, as merger trees grow chaotically. We show that the dispersion of outcomes inherent in mergers can reproduce the large scatter in observed planet metallicities, assuming $3{-}30\, {\rm M}_{\hbox{$\oplus $}}$ pre-runaway cores. Mergers potentially correlate metallicity, eccentricity, and spin.
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Veske, Doğa, Zsuzsa Márka, Andrew G. Sullivan, Imre Bartos, K. Rainer Corley, Johan Samsing, and Szabolcs Márka. "Have hierarchical three-body mergers been detected by LIGO/Virgo?" Monthly Notices of the Royal Astronomical Society: Letters 498, no. 1 (July 10, 2020): L46—L52. http://dx.doi.org/10.1093/mnrasl/slaa123.

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ABSTRACT One of the proposed channels of binary black hole mergers involves dynamical interactions of three black holes. In such scenarios, it is possible that all three black holes merge in a so-called hierarchical merger chain, where two of the black holes merge first and then their remnant subsequently merges with the remaining single black hole. Depending on the dynamical environment, it is possible that both mergers will appear within the observable time window. Here, we perform a search for such merger pairs in the public available LIGO and Virgo data from the O1/O2 runs. Using a frequentist p-value assignment statistics, we do not find any significant merger pair candidates, the most significant being GW170809-GW151012 pair. Assuming no observed candidates in O3/O4, we derive upper limits on merger pairs to be ∼11–110 yr−1 Gpc−3, corresponding to a rate that relative to the total merger rate is ∼0.1−1.0. From this, we argue that both a detection and a non-detection within the next few years can be used to put useful constraints on some dynamical progenitor models.
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Pathak, Hari Prasad. "Abnormal Returns around Mergers and Acquisitions in the Nepali Stock Market." Prithvi Journal of Research and Innovation 3, no. 1 (June 2, 2021): 26–42. http://dx.doi.org/10.3126/pjri.v3i1.37433.

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A merger includes two relatively equal entities that are combined to form one legal entity worth more than a sum of its two separate parts. In the last few years, many Nepali financial institutions have been consolidating through mergers and acquisitions. This paper aims to investigate how the stock market reacts when financial institutions announce mergers and acquisitions. This paper also examines the impact of cross-sectional variables on the abnormal returns obtained around merger announcements. The study covers 22 successful merger deals that occurred among 48 financial institutions over the period of 2004 to 2013. This paper used the event study method based on the market model to derive abnormal returns associated around the merger announcement date. The event dates are specified as the dates on which the mergers and acquisitions were announced. The results show that leaving a very few exceptional cases, none of the merged financial institutions received significant cumulative abnormal returns on the merger announcements, regardless of the use of different event periods. The cross-sectional regressions show that the pre-merger performance of target and relative market value are the significant influencing variables on acquirers' cumulative abnormal returns. The finding implies that Nepali financial institutions merge merely to increase their capital base without producing any synergistic effect. Therefore, they need strategic plans for choosing the right partner and achieving other benefits like synergy effect, economies of scale and cost reduction from mergers and acquisitions.
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Pickering, Steve, Seiki Tanaka, and Kyohei Yamada. "THE IMPACT OF MUNICIPAL MERGERS ON LOCAL PUBLIC SPENDING: EVIDENCE FROM REMOTE-SENSING DATA." Journal of East Asian Studies 20, no. 2 (April 3, 2020): 243–66. http://dx.doi.org/10.1017/jea.2020.1.

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AbstractHow are resources distributed when administrative units merge? We take advantage of recent, large-scale municipal mergers in Japan to systematically study the impact of municipal mergers within merged municipalities and, in particular, what politicians do when their districts and constituencies suddenly change. We argue that when rural and sparsely populated municipalities merge with more urban and densely populated municipalities, residents of the former are likely to see a reduced share of public spending because they lost political leverage through the merger. Our empirical analyses detect changes in public spending before and after the municipal mergers with remote sensing data, which allows for flexible units of analysis and enables us to proxy for spending within merged municipalities. Overall, our results show that politicians tend to reduce benefits allocated to areas where there are a small number of voters, while increasing the allocation to more populous areas. The micro-foundation of our argument is also corroborated by survey data. The finding suggests that, all things being equal, the quantity rather than quality of electorates matters for politicians immediately after political units change.
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Pazarskis, Michail, Manthos Vogiatzoglou, Andreas Koutoupis, and George Drogalas. "CORPORATE MERGERS AND ACCOUNTING PERFORMANCE DURING A PERIOD OF ECONOMIC CRISIS: EVIDENCE FROM GREECE." Journal of Business Economics and Management 22, no. 3 (February 18, 2021): 577–95. http://dx.doi.org/10.3846/jbem.2021.13911.

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Merger deals are one of the most important business strategies which can change the company value dramatically. Mergers have been constantly a subject of debate and analysis over the past decades. Thus, it is a matter of great interest to analyze merger activities during economic crisis periods, as it was in Greece recently. This paper explores the accounting performance of Greek listed companies after mergers in 2009–2015, the economic crisis period in Greece. Thus, all mergers of listed companies during the above period are initially examined through several financial ratios from financial statements for one year before and after the merger. The analysis of Greek listed companies that comprise the final sample is performed with several regression models. The study provides positive and statistically significant results for mergers, in the sense that the period of crisis that the merger took place is positively correlated with several performance measures. Regarding the industry relatedness, the study provides evidence that conglomerate mergers have more positive impact to the improvement of the companies’ profitability than non-conglomerate mergers. Last, for the merger events that take place far from the climax of the economic crisis, the profitability of merged companies is increased.
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Kjekshus, Lars, and Terje Hagen. "Do hospital mergers increase hospital efficiency? Evidence from a National Health Service country." Journal of Health Services Research & Policy 12, no. 4 (October 1, 2007): 230–35. http://dx.doi.org/10.1258/135581907782101561.

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Objectives: To analyse the effects on technical and cost efficiency of seven hospital mergers over the period 1992–2000 in Norway. The mergers involved 17 hospitals. Methods: First, efficiency scores were generated using Data Envelopment Analysis for 53 merged and non-merged hospitals over the nine years. Second, the effect of mergers was estimated through panel data analysis. Results: In general, the mergers showed no significant effect on technical efficiency and a significant negative effect of 2–2.8% on cost efficiency. However, positive effects on both cost and technical efficiency were found in one merger where more hospitals were involved, and where administration and acute services were centralized. Conclusion: The findings indicate that large mergers involving radical restructuring of the treatment process may improve efficiency as intended, but most mergers do not.
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Lang, Daniel W. "The Future of Merger What Do We Want Mergers To Do: Efficiency or Diversity?" Canadian Journal of Higher Education 33, no. 3 (December 31, 2003): 19–46. http://dx.doi.org/10.47678/cjhe.v33i3.183439.

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Mergers have been a frequent phenomenon in higher education in the last quarter century. The conventional wisdom is that mergers are undertaken mainly for economic reasons, either to expand markets or to reduce costs. About four out of five college or university mergers survive. In the for-profit sector the comparable rate is closer to two out of five. From this one might conclude that the future for mergers among colleges and universities is robust. If, however, the principal purpose of mergers is economic efficiency, there logically ought to be a point beyond which the efficacy of merger will begin to decline. There is, however, another motive for merger, which is unrelated to economic efficiency. Mergers can produce greater diversity of programs and services, both among individual colleges and universities and within systems of postsecondary education. If diversification is the primary purpose of merger, the future might look different and might depend on new ways of identifying peers and partners for merger. This essay examines the expectations that are held for mergers, the realism of those expectations, and the means by which partners in mergers are identified and selected. It concludes with the suggestions that diversification may replace efficiency as the main stimulus of merger, and that, as the choice is made between efficiency and merger, institutions and systems of post- secondary education may try other, less permanent, forms of inter-institutional cooperation before committing to merge.
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Dissertations / Theses on the topic "Mergers"

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Weir, Charles Moncur. "Mergers and merger policy 1974-84." Thesis, University of Aberdeen, 1990. http://digitool.abdn.ac.uk/R?func=search-advanced-go&find_code1=WSN&request1=AAIU027388.

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This thesis analyses the Monopolies and Mergers Commission's investigations of referred bids over the period 1974-84. The purposes of undertaking this study were as follows. First, to discuss the practice of merger policy and the framework within which it has been set. Second, to compare this with the theoretical and empirical debates which have been developing in relation to mergers and merger policy. Third, to analyse the extent to which a predictive model could be constructed so that significant elements of the public interest may be identified. It was shown that it is official policy to give mergers, in general, the benefit of the doubt. This is inspite of the fact that most of the evidence involving merger activity has tended to be critical of their impact. In addition, it also appears that market discipline does not drive merger activity. In terms of interpreting the Monopolies and Mergers Commission's reports, probit analysis was unable to identify elements of the public interest which appeared to be consistently important to the Commission. In addition, univariate and multivariate analysis showed that it was virtually impossible to distinguish between raiders and targets. Thus, as it stands, merger policy does not provide meaningful, or clear, signals to either potential raiders or targets. Current policy deems that, under certain circumstances, mergers are undesirable. The problem is that the circumstances are unknown. Thus published guidelines are essential given the need for a merger policy. Further, we conclude that a stronger policy is necessary. In particular it should be incumbent upon firms to show expected benefits rather than a lack of detriments.
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Razo, Pérez Carlos. "Mergers, collusion and congestion : essays on merger policy /." Stockholm : Department of Economics, Stockholm University, 2004. http://urn.kb.se/resolve?urn=urn:nbn:se:su:diva-319.

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Goh, L. "Mergers, executive compensation, and post-merger performance of acquiring firms." Thesis, University of Cambridge, 2006. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.599461.

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This thesis examines the relationships between takeovers, executive compensation, and post-merger performance of acquiring firms using a sample of UK firms making acquisitions in the 1999-2000 period. While literature exists covering these research areas individually, there has been little research on the takeover-compensation relationship. Existing research on compensation finds a strong positive relationship between firm size and executive compensation, while much of the empirical literature on takeovers finds a non-positive change in performance of acquiring firms following takeover. The existence of these two relationships supports the conjecture that executives will have an increase in compensation following takeover due to increased firm size, while shareholders are likely to lose. Empirically, this thesis examines the elasticity of pay to firm size and performance variables surrounding takeover. It finds that on average, firm size is a key determinant of compensation, and that in takeover years, there is no extra bonus or under-compensation that is not already accounted for by size or performance variables. This suggests that the executive is compensated at the same elasticity in merger years, i.e. for the increased firm size. When changes in the value of the executive’s shareholdings in the firm are included in his monetary interest, there is evidence of an alignment of interests with the shareholder, but of a low magnitude. The thesis also examines the actual post-merger performance of the same sample of firms, principally finding a non-positive return, but different performance depending on the characteristics of the acquiring firm and the takeover. It finds that market performance is better in firms where executive shareholding is high relative to compensation, firms that pay with cast, those making relatively small takeovers, and firms with a low market-to-book value. Performance is worse among firms with low ownership, those paying in some part with shares, and those with high market-to-book value. This adds to existing research and provides evidence in a more recent context, and shows that the decline is present for the same sample in which pay is elastic to firm size, which grows via takeover. Finally, these relationships between executive compensation, takeover, and post-merger firm performance are examined using firm-specific examples, primarily using cases drawn from the sample of firms. The results from this thesis show that executives may have an incentive to carry out takeovers, because their compensation is likely to increase, proposing compensation as a driver for takeover. In addition, confirming the decline in firm performance following takeover, it suggests that these decisions are made at the expense of shareholders, while executives gain.
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Kirsch, Anja. "Union Mergers as a Revitalization Strategy and the Role of Post-merger Integration." Thesis, The University of Sydney, 2008. http://hdl.handle.net/2123/10131.

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Two observations form the starting point of this thesis. The first observation is that in many developed market economies, unions’ response to membership decline and to decreasing economic and political influence is to merge. Union merger strategies are often embraced with the expectation that they will result in “revitalization”: more members, and greater economic and political influence. In practice, however, union mergers rarely result in revitalization. This thesis explores why many unions adopt a merger strategy when there is no clear evidence to suggest that mergers can deliver revitalizing results by examining whether and how union mergers can contribute to revitalization. To this end, a framework for analysing merger outcomes is developed. The framework consists of five dimensions. In the membership dimension, it examines post-merger developments in membership. In the economic dimension, it assesses a merged union’s bargaining power. In the political dimension, it focuses on post-merger political influence. In the institutional vitality dimension, it examines recruitment and retention, as well as gender equity in a merged union. In a fifth dimension, it assesses three prerequisites for revitalization: the reduction of inter-union competition, the achievement of synergies, and improvements in the provision of services to members. This framework is applied in a case study of the German service sector union Vereinte Dienstleistungs¬gewerkschaft (ver.di). Ver.di was established through a merger of five unions in 2001. It is one of the largest unions in the world and represents workers in more than 1,000 occupations in the public and private services sector. By analysing ver.di’s merger outcomes, the study reveals that in ver.di’s case, revitalization was not achieved along any of the five dimensions. In some instances, the opposite of the desired effect occurred, and in others, the results were mixed. Ov erall, the ver.di merger cannot be considered a successful r! evitaliz ation strategy. A second observation made at the outset of this research is that similarly to union mergers, mergers among business organizations are often undertaken as a strategy for “corporate renewal”. Moreover, corporate mergers also frequently fail to create value for the firms involved. However, in the literature on corporate mergers, it is recognized that merger failure is often caused by shortcomings in the management of the post-merger integration process. This thesis explores the post-merger integration process in unions by examining what role post-merger integration plays in determining whether a union merger leads to revitalization. A framework for analysing both the structural and cultural integration of merging unions is developed. The structural aspects it examines are which structures are put into place at the time of a merger, how those structures are found to hamper the achievement of merger goals, and how a union leadership goes about r emoving structural impediments to integration. The cultural aspects it examines are the development of a new organizational identity and mission in a merged union, the development of a common collective bargaining strategy and the coordination of bargaining across industries, and the emergence of a culture that promotes innovation. The framework is applied to the case study union ver.di. It is found that ver.di’s structural and cultural integration processes were not completed seven years after the merger. In addition, the union leadership was highly constrained in its management of post-merger integration. Together, these findings build our understanding of union mergers as a revitalization strategy and the role of post-merger integration. When unions formulate a merger strategy for revitalization, they need to implement it in a way that ensures its success. External factors, such as employer and state strategies, and economic and political developments, can hav e an impact on the implementation of a merger strategy. Yet ! internal factors, in particular structural and cultural integration in the merged union, are pivotal for is success.
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Frensch, Florian. "The social side of mergers and acquisitions cooperation relationships after mergers and acquisitions /." Wiesbaden : Dt. Univ.-Verl, 2007. http://dx.doi.org/10.1007/978-3-8350-9576-2.

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Li, Lu. "The impact of pre-merger disclosure and acquisition experience on mergers and acquisitions." Thesis, Durham University, 2018. http://etheses.dur.ac.uk/12902/.

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This thesis focuses on the effect of factors in the pre-acquisition planning stage on M&A outcomes. With three empirical chapters, the main findings provide compelling evidence that pre-acquisition factors are related to M&A fundamentals such as the motivation and incentives to carry out M&A transaction, and play significant roles in deal’s negotiation and post-acquisition integration. The first empirical chapter of this thesis investigates whether the voluntary disclosure at pre-acquisition issuance activities, i.e. the intended ‘use of proceeds’, has influence on subsequent M&A outcomes. The results show that firms disclosing acquisition intention at debt/equity issuance significantly raise more funds but fail to allocate capital efficiently on value-increasing M&A transactions. This evidence is consistent with the capital need theory. The second empirical chapter examines the wealth effect of mega corporate takeover and explores whether rich acquisition experience facilitate acquirers to generate shareholder value in mega-deals. The findings show that acquirer’s acquisition experience is positively related to mega-deals completion likelihood, stock performance in short- and long-run, and operating performance in the long-run following mega-mergers. The evidence indicates that acquirers are able to learn though experience and develop skills to deal with the complexity of mega-mergers. The final empirical chapter provides evidence on the relationship between target CEOs’ acquisition experience and takeover gains for target shareholders. The results show that target shareholders are likely to receive lower bid premiums and earn lower abnormal stock returns around deal announcement when they have a CEO with more acquisition experience. Additionally, target CEOs’ acquisition experience is positively related to stock payment. Our evidence suggests that more experienced target CEOs tend to bargain for more personal benefits related to the voting influence in the combined firm instead of helping their shareholders to gain bargaining advantage in the negotiation.
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Dibotelo, Gorata Tlhale. "Merger regulation in Botswana: does the Competition Act 2009 adequately provide for mergers?" Master's thesis, University of Cape Town, 2013. http://hdl.handle.net/11427/4597.

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Abdi, Mohamed Aukar, and Song Pantaléon. "The Process of Post-Merger Organizational Identification : An analysis of mergers and acquisitions." Thesis, Umeå universitet, Företagsekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-160655.

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Today, mergers and acquisitions often grab headlines due to the large sums of money involved, and the number of stakeholders affected by it. Still, the increase in merger and acquisition activities, the capital involved, and the pervasiveness of these activities stand in sharp contrast to their high rates of failures. Scholars have attributed the failure of mergers and acquisitions to management failure when it comes to dealing with human aspects during the integration phase. The purpose of this paper was to examine how individual’s identities change overtime in a merger. More specifically, it examines the process of post-merger organizational identification in merger contexts through the lens of social identity theory. From this purpose, we formulated the following research question and two sub-questions: • How can post-merger identification be managed and integrated in an organization? o How can organizational identities transit from a pre-merger state to a post-merger state successfully? o What is the outcome of the post-merger identification process? The method used in this study was qualitative with an interpretive approach, which allowed us to gain a deeper understanding regarding the purpose and to answer our research question. Primary data came from purposive sampling, where 14 semi-structured interviews with individuals with various managerial positions in post-merger integrations were conducted to gain an understanding of how they tackled the integration process. The secondary data used resulted from previous research, literature, articles and other internet sources. The interviews were qualitatively analyzed through a thematic coding procedure. The backbone of our theory consists of perspectives on mergers and acquisitions from the lens of social identity theory. Particularly, it was used to understand the post-merger organizational identification process. The theoretical components were used to understand group formations and intra- and intergroup relationships, the effects mergers have on individuals, and what the effects of the outcomes of post-merger identification have on group and organizational identity. Our findings disclose that organizational identities are exclusive by nature and that they remain in this state unless managerial actions are taken which triggers commitment from groups to change. These actions must combine communication efforts with managerial interventions which promote intergroup cooperation, prototypical norms and values. Depending on the actions and the goal of the merger, the nature of the post-merger identity is a combination of two identities which forms an overarching one, or an assimilation of one identity into another. The contributions from this study come in two forms: theoretical and managerial. The theoretical contributions come through our findings showing how organizational identity emerge, change and how they are formed. The managerial contributions provide recommendations on how practitioners should facilitate the process, the vital role the manager has in the process and approaches they could take based on our findings.
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Langer, Bruno. "Früherfassung der Unternehmenskultur als Risikofaktor bei Mergers & Acquisitions : eine methodisch-kritische Pre-Merger-Analyse /." Hamburg : Kovač, 1999. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=008693913&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

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Zhou, Lili. "Internationalize Mergers and Acquisitions." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-38643.

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As globalization processes, an increasing number of companies use mergers and acquisitions as a tool to achieve company growth in the international business world. The purpose of this thesis is to investigate the process of an international M&A and analyze the factors leading to success. The research started with reviewing different academic theory. The important aspects in both pre-M&A phase and post-M&A phase have been studied in depth. Because of the complexity in international M&A, a qualitative method has been used in the research. The empirical findings of the case study have mainly been collected from.semi-structured interviews. The investigation shows that an international M&A is a tried-and-tested process from initial identification to integration. The process can be summarized into five steps: identification, evaluation, negotiation, implementation and integration. The important factors contributing to the success of international M&As are found to be corporate selection capability, cultural differences, human resources and communication.
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Books on the topic "Mergers"

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James, Fairburn, and Kay J. A, eds. Mergers and merger policy. New York: Oxford University Press, 1989.

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1964-, Bishop Matthew, and Kay J. A, eds. European mergers and merger policy. New York, N.Y: Oxford University Press, 1993.

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Fubini, David, Colin Price, and Maurizio Zollo. Mergers. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230800755.

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Layne, Steven L. Mergers. Gretna, La: Pelican, 2007.

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Layne, Steven L. Mergers. Gretna: Pelican Pub. Co., 2006.

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Davis, Steven I. Bank Mergers. London: Palgrave Macmillan UK, 2000. http://dx.doi.org/10.1057/9780230509399.

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Feldman, David N., ed. Reverse Mergers. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2012. http://dx.doi.org/10.1002/9781119204534.

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Vachon, Dana. Mergers & Acquisitions. New York: Penguin Group USA, Inc., 2008.

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Hans, Siegwart, ed. Mergers & Acquisitions. Stuttgart: Schäffer Verlag für Wirtschaft u. Steuern, 1990.

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Conning & Company., ed. Mergers & acquisitions. Hartford, CT (CityPlace II, 185 Asylum St., Hartford, 06103-4105: Conning & Company, 1994.

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Book chapters on the topic "Mergers"

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Gilbert, Scott. "Mergers." In Multi-Market Antitrust Economics, 51–80. Cham: Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-69386-6_4.

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George, K. D. "Mergers." In Macmillan’s Mergers and Acquisitions Yearbook, 1–29. London: Macmillan Education UK, 1988. http://dx.doi.org/10.1007/978-1-349-10003-3_1.

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Heck, Arno. "Mergers." In Strategische Allianzen, 183–92. Berlin, Heidelberg: Springer Berlin Heidelberg, 1999. http://dx.doi.org/10.1007/978-3-642-60140-8_7.

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Drabek, Thomas E. "Mergers." In Emergency Management, 117–25. New York, NY: Springer New York, 1990. http://dx.doi.org/10.1007/978-1-4612-3310-7_11.

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Choi, Pak-Sing, Eric Dunaway, and Felix Muñoz-Garcia. "Mergers." In Springer Texts in Business and Economics, 409–59. Cham: Springer International Publishing, 2023. http://dx.doi.org/10.1007/978-3-031-38635-0_7.

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Meeks, G. "Mergers." In The New Palgrave Dictionary of Economics, 8698–702. London: Palgrave Macmillan UK, 2018. http://dx.doi.org/10.1057/978-1-349-95189-5_790.

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Meeks, G. "Mergers." In The New Palgrave Dictionary of Economics, 1–4. London: Palgrave Macmillan UK, 1987. http://dx.doi.org/10.1057/978-1-349-95121-5_790-1.

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Visholm, Steen. "Mergers." In Family Psychodynamics in Organizational Contexts, 139–49. Names: Visholm, Steen, author. Title: Family psychodynamics in organizational contexts : the hidden forces that shape the workplace / Steen Visholm. Description: Milton Park, Abingdon, Oxon ; New York, NY : Routledge, 2021.: Routledge, 2021. http://dx.doi.org/10.4324/9781003164913-9.

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Fubini, David, Colin Price, and Maurizio Zollo. "The Elusive Healthy Merger." In Mergers, 1–14. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230800755_1.

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Fubini, David, Colin Price, and Maurizio Zollo. "Creating the New Company at the Top." In Mergers, 15–30. London: Palgrave Macmillan UK, 2007. http://dx.doi.org/10.1057/9780230800755_2.

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Conference papers on the topic "Mergers"

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Cheng, Yao. "Mergers Leverage Dynamics and Post-Merger Integration Duration." In 3rd Annual 2017 International Conference on Management Science and Engineering (MSE 2017). Paris, France: Atlantis Press, 2017. http://dx.doi.org/10.2991/mse-17.2017.63.

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Jin, Xin, and Bailing Hu. "Internal Control, Cross-border Mergers, Cultural Integration and Merger Performance." In 2017 World Conference on Management Science and Human Social Development (MSHSD 2017). Paris, France: Atlantis Press, 2018. http://dx.doi.org/10.2991/mshsd-17.2018.59.

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S Gurjar, Nikhil, Sharadchandra D. Jog, Manoj K Jha, and S. Amanullah. "Impact of Information Systems Implementations on Vertical Mergers and Acquisitions: A Framework." In 2002 Informing Science + IT Education Conference. Informing Science Institute, 2002. http://dx.doi.org/10.28945/2492.

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The present work is an attempt to develop a conceptual framework for evaluating the impact of information systems implementations on Mergers and Acquisitions (referred to as M&A). Although this work focuses on vertical M&A, the framework can easily be extended to horizontal and conglomerate mergers. We begin by attempting to understand what M&A really are. We then move on to understand information systems as we know them today. Thereafter, we classify the nature of businesses from an information perspective. Technology assessment is then carried out on the existing information systems that are implemented in a company. This gives us an understanding of the characterization of the merging entities. We then go about understanding what the strategic options for the companies post merger are. These options are then evaluated to study the impact on the merger. An analytical framework is then developed in two cases that have been considered. Keywords: Merger and Acquisitions (M&A), Information Systems, Information Strategy.
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McCormack, Margaret, Nico Macdonald, and Christopher Pacione. "Mergers and acquisitions." In the conference. New York, New York, USA: ACM Press, 2000. http://dx.doi.org/10.1145/347642.347805.

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Kesden, Mike. "Black Hole Mergers." In Frank N. Bash Symposium 2011: New Horizons in Astronomy. Trieste, Italy: Sissa Medialab, 2012. http://dx.doi.org/10.22323/1.149.0007.

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Liu, F. S., Z. G. Deng, X. Y. Xia, Da-Shin Lee, Wolung Lee, and She-Sheng Xue. "Major Dry-Merger Rate and Extremely Massive Dry-Mergers of BCGs." In RELATIVISTIC ASTROPHYSICS: 5th Sino-Italian Workshop on Relativistic Astrophysics. AIP, 2008. http://dx.doi.org/10.1063/1.3012266.

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Garškaitė-Milvydienė, Kristina. "Assessment of the dynamics and forecasts of mergers and acquisitions in the Baltic States." In 11th International Scientific Conference „Business and Management 2020“. VGTU Technika, 2020. http://dx.doi.org/10.3846/bm.2020.499.

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In terms of corporate merger and acquisition (M&A) deals, the year 2018 was an exceptional year for the Baltic States, with the highest number of deals in the region over the past few years. However, not only were their numbers increasing, but also their value, which increased compared to previous years. Based on the latest data available, the article analyses and forecasts the Baltic M&A market and its trends. The main purpose of the paper is to ascertain the situation in the area of mergers and acquisitions, identify the sectors with the largest number of such deals and trends of mergers and acquisitions
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Barnes, Joshua E. "Mergers and galaxy assembly." In AFTER THE DARK AGES. ASCE, 1999. http://dx.doi.org/10.1063/1.58601.

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Sulkowski, Lukasz. "STRATEGIC MERGERS OF UNIVERSITIES." In 5th SGEM International Multidisciplinary Scientific Conferences on SOCIAL SCIENCES and ARTS SGEM2018. STEF92 Technology, 2018. http://dx.doi.org/10.5593/sgemsocial2018/1.5/s05.116.

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Sobotka, S. P. "Financing Mergers and Acquisitions." In Symposium on Energy, Finance, and Taxation Policies. Society of Petroleum Engineers, 1986. http://dx.doi.org/10.2118/14642-ms.

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Reports on the topic "Mergers"

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Almeida, Heitor, Murillo Campello, and Dirk Hackbarth. Liquidity Mergers. Cambridge, MA: National Bureau of Economic Research, January 2011. http://dx.doi.org/10.3386/w16724.

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Gorton, Gary, Matthias Kahl, and Richard Rosen. Eat or Be Eaten: A Theory of Mergers and Merger Waves. Cambridge, MA: National Bureau of Economic Research, May 2005. http://dx.doi.org/10.3386/w11364.

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Dafny, Leemore. Estimation and Identification of Merger Effects: An Application to Hospital Mergers. Cambridge, MA: National Bureau of Economic Research, October 2005. http://dx.doi.org/10.3386/w11673.

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Jovanovic, Boyan, and Peter Rousseau. Mergers as Reallocation. Cambridge, MA: National Bureau of Economic Research, October 2002. http://dx.doi.org/10.3386/w9279.

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Seybold, Patricia. Of Mergers and Brands. Boston, MA: Patricia Seybold Group, May 2002. http://dx.doi.org/10.1571/psgp5-16-02cc.

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Ashenfelter, Orley, Daniel Hosken, and Matthew Weinberg. Did Robert Bork Understate the Competitive Impact of Mergers? Evidence from Consummated Mergers. Cambridge, MA: National Bureau of Economic Research, February 2014. http://dx.doi.org/10.3386/w19939.

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Schmid, Frank A., and Mark Wahrenburg. Mergers and Acquisitions in Germany. Federal Reserve Bank of St. Louis, 2002. http://dx.doi.org/10.20955/wp.2002.027.

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Jovanovic, Boyan, and Peter Rousseau. The Q-Theory of Mergers. Cambridge, MA: National Bureau of Economic Research, January 2002. http://dx.doi.org/10.3386/w8740.

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Nocke, Volker, and Michael Whinston. Concentration Screens for Horizontal Mergers. Cambridge, MA: National Bureau of Economic Research, July 2020. http://dx.doi.org/10.3386/w27533.

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Erel, Isil, Yeejin Jang, and Michael Weisbach. Cross-Border Mergers and Acquisitions. Cambridge, MA: National Bureau of Economic Research, October 2022. http://dx.doi.org/10.3386/w30597.

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