• Browse All Articles
  • Newsletter Sign-Up

MergersandAcquisitions →

No results found in working knowledge.

  • Were any results found in one of the other content buckets on the left?
  • Try removing some search filters.
  • Use different search filters.

M&A Insights

Abstract eye comprising blue and clear glass spheres

Top M&A trends in 2024: Blueprint for success in the next wave of deals

Hands holding two puzzle pieces, putting oil and wind energy together. - illustration

The importance of cultural integration in M&A: The path to success

Paper-cut craft featuring four intersecting blue arrows on a beige background, with vibrant orange highlights at the crossover points, symbolizing the idea of merging and transformation

When a transaction forges a transformation

Infinite circle loops with gradient in abstract design

The seven habits of programmatic acquirers

pink umbrella in a rain shower

Signs of optimism in the M&A market

Want to learn more about how we help clients in m&a, m&a strategy & due diligence.

Spinning coin

The flip side of large M&A deals

Computer generated image of sphere

Global M&A market slows in 2022 first half—but shows signs of strength

Billiards

How one approach to M&A is more likely to create value than all others

Agile business portfolio management

Agile business portfolio management

The power of through-cycle M&A

The power of through-cycle M&A

Integration.

" "

In conversation: Four keys to merger integration success

Post-close excellence in large-deal M&A

Post-close excellence in large-deal M&A

Eight basic beliefs about capturing value in a merger

Eight basic beliefs about capturing value in a merger

Organizational culture in mergers: Addressing the unseen forces

Organizational culture in mergers: Addressing the unseen forces

Separations & ipos.

Divesting with agility

Divesting with agility

Through a different lens: A McKinsey perspective on separations

Through a different lens: A McKinsey perspective on separations

Active portfolio management: Interview with Andy West

Active portfolio management: Interview with Andy West

Going, going, gone: A quicker way to divest assets

Going, going, gone: A quicker way to divest assets

Joint ventures & alliances.

Checking the health of your business partnerships

Checking the health of your business partnerships

Improving the management of complex business partnerships

Improving the management of complex business partnerships

JVnegotiations_1536x1536_300 offset_Standard

Negotiating a better joint venture

JV_v2_1536x1536_Original

Avoiding blind spots in your next joint venture

Learning & capability building.

Practice makes perfect: What sets programmatic acquirers apart

Practice makes perfect: What sets programmatic acquirers apart

Equipping leaders for merger integration success

Equipping leaders for merger integration success

q16_web_four-building-blocks_137885675_1536x1536_Standard

The four building blocks of change

Connect with m&a.

Articles on Mergers and acquisitions

Displaying 1 - 20 of 57 articles.

mergers and acquisitions research topics

Are bigger super funds better? Actually no, despite what the industry is doing

Geoff Warren , Australian National University

mergers and acquisitions research topics

Why post-Brexit Britain is still open for business – despite what Microsoft says

Tolu Olarewaju , Keele University

mergers and acquisitions research topics

Elon Musk’s Twitter takeover isn’t quite a done deal: what happens now

Mark Humphery-Jenner , UNSW Sydney

mergers and acquisitions research topics

Do poison pills work? A finance expert explains the anti-takeover tool that Twitter hopes will keep Elon Musk at bay

Tuugi Chuluun , Loyola University Maryland

mergers and acquisitions research topics

Unilever: why the maker of Marmite is feeling the squeeze

John Colley , Warwick Business School, University of Warwick

mergers and acquisitions research topics

Biden wants to crack down on bank mergers – here’s why that could help consumers and the economy

Jeremy Kress , University of Michigan

mergers and acquisitions research topics

The zombie company problem and what it means for our economies – podcast

Gemma Ware , The Conversation and Daniel Merino, The Conversation

mergers and acquisitions research topics

Takeovers: a tidal wave of buyouts is coming in 2021 – here’s what it means

Karl Schmedders , International Institute for Management Development (IMD) and Patrick Reinmoeller , International Institute for Management Development (IMD)

mergers and acquisitions research topics

How the T-Mobile -Sprint merger will increase inequality

Amitrajeet A. Batabyal , Rochester Institute of Technology

mergers and acquisitions research topics

How daylight saving time can mess with financial markets

Antonios Siganos , University of Glasgow

mergers and acquisitions research topics

Are mergers harming consumers? We won’t know if we don’t check

Caron Beaton-Wells , The University of Melbourne

mergers and acquisitions research topics

Sainsbury’ s-Asda merger: failed big bet has serious strategic consequences

Duncan Angwin , Lancaster University

mergers and acquisitions research topics

Why PepsiCo is splashing out US$3.2 billion on SodaStream

Shlomo Ben-Hur , International Institute for Management Development (IMD) and Brian Bolton , International Institute for Management Development (IMD)

mergers and acquisitions research topics

What impacts do takeover defences have on shareholders?

Simon Segal , Macquarie University

mergers and acquisitions research topics

What is a ‘poison pill’?

Yannick Thams , Suffolk University

mergers and acquisitions research topics

Why Comcast and Disney’s bidding war for Sky has reached astronomical heights

mergers and acquisitions research topics

AT& T-Time Warner, net neutrality and how to make sense of the media merger frenzy

Amanda Lotz , University of Michigan

mergers and acquisitions research topics

Sainsbury’s and Asda merger: it’s all about market share

Naaguesh Appadu , City, University of London

mergers and acquisitions research topics

With its purchase of Whole Foods, is Amazon’s goal to revolutionise food distribution?

Isabelle Chaboud , Grenoble École de Management (GEM)

mergers and acquisitions research topics

Fed up with Big Beer’s incursion, independent craft breweries push back

Ellis Jones , College of the Holy Cross and Daina Cheyenne Harvey , College of the Holy Cross

Related Topics

  • Globalisation
  • Hostile Takeovers

Top contributors

mergers and acquisitions research topics

Professor of Practice, Associate Dean, Warwick Business School, University of Warwick

mergers and acquisitions research topics

Associate Professor of Finance, UNSW Sydney

mergers and acquisitions research topics

Emeritus Professor of Accounting, University of Essex, University of Essex

mergers and acquisitions research topics

Professor of Finance, International Institute for Management Development (IMD)

mergers and acquisitions research topics

Professor of Innovation and Entrepreneurship, Associate Dean (Teaching), Director of the Glendonbrook Institute for Enterprise Development, Loughborough University

mergers and acquisitions research topics

Professor of Organisational Behaviour, Bayes Business School, City, University of London

mergers and acquisitions research topics

Associate Professor, Corporate Law, University of Sydney Business School, University of Sydney

mergers and acquisitions research topics

Professor of Strategy, Frankfurt School of Finance and Management

mergers and acquisitions research topics

Senior Lecturer, Department of Banking and Finance, Monash University

mergers and acquisitions research topics

Discovery Early Career Research Fellow, University of Sydney

mergers and acquisitions research topics

Associate Professor, UNSW Sydney

mergers and acquisitions research topics

Lecturer, UNSW Sydney

mergers and acquisitions research topics

Vice Chancellor's Fellow at Victoria University and Adjunct Professor of Economics, Victoria University

mergers and acquisitions research topics

Professor, Computer Networking and Telecommunications, University of Salford

mergers and acquisitions research topics

Associate Professor in Innovation, Entrepreneurship and Strategy, UNSW Sydney

  • X (Twitter)
  • Unfollow topic Follow topic

Book cover

International Conference on Business and Technology

ICBT 2020: The Importance of New Technologies and Entrepreneurship in Business Development: In The Context of Economic Diversity in Developing Countries pp 1435–1456 Cite as

The Impact of Merger and Acquisition on Value Creation: An Empirical Evidence

  • Isha Gupta 12 ,
  • Nandita Mishra 12 &
  • Naliniprava Tripathy 13  
  • Conference paper
  • First Online: 13 March 2021

2393 Accesses

2 Citations

Part of the Lecture Notes in Networks and Systems book series (LNNS,volume 194)

The aim of this paper is to examine the impact of post merger and acquisitions on value creation. The paper also analyses the impact of lagged synergy (a proxy of sales growth) on the post merger and acquisition (M&A) performance of acquiring firms. The study employs System Generalised Method of Moment model (System GMM) to the panel dataset of 64 Indian firms from 2012 to 2018 to determine the synergy impacts and value creation post merger and acquisition (M&A). The outcome of the study signs that mergers create positive value for post merger acquiring firms, and lagged synergy influences future synergies positively. The lagged dependent variable synergy (p-value is 0.000) shows a significant positive effect on dependent variable synergy, which indicates that previous year sales of the firm have a positive effect on future year sales. If the acquisition of firm post merger and acquisition (M&A) effectively absorbs acquired firm resources and digests nutrition from those resources, then the value can be created, and synergy can be achieved, or at least not damaged. Corporate managers, policy makers and regulators can lure significant conclusions from the outcomes of the study. This study for managers concludes that a strong view of possible synergies that can be accomplished through mergers, timelines and processes to achieve them, all of which will aid in the post merger integration process. This knowledge and understanding also helps to optimise the effect of lagged synergies. The results have also important consequences for academics and give impetus to further research. Future research can be undertaken by comprising premiums paid, cross borders mergers, hostile or friendly mergers that may shed some supplementary insights. This paper contributes to value addition in the literature of post M&A as it analyses value creation and effect of lagged synergy in terms of sales. There are limited studies that observed the relationship of value creation and merger and acquisition (M&A), especially in the context of Indian sectors; moreover, this paper takes into consideration different sectors viz. Manufacturing, Mining, Electricity, Construction, Service and Real Estate which gives a holistic view of Indian sectors.

  • Merger and Acquisition (M&A)
  • Value creation
  • Generalised Method of Moment (GMM)
  • Research & Development (R&D)

JEL classification

This is a preview of subscription content, log in via an institution .

Buying options

  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
  • Available as EPUB and PDF
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

2015 likely to be a big year for mergers and acquisitions: Experts, News 18 Business, 20 July 2015. Article Accessed 08 Sep 2020

Google Scholar  

Adams, R.B., Mehran, H.: Corporate performance, board structure, and their determinants in the banking industry. FRB of New York staff report (330) (2008)

Agrawal, A., Jaffe, J.F., Mandelker, G.N.: The post-merger performance of acquiring firms: a re-examination of an anomaly. J. Financ. 47 (4), 1605–1621 (1992)

Article   Google Scholar  

Agyei-Boapeah, H.: Cross-border acquisitions and financial leverage of UK acquirers. In:  Accounting Forum, vol. 39, no. 2, pp. 97–108. No longer published by Elsevier, June 2015

Ahuja, G., Katila, R.: Technological acquisitions and the innovation performance of acquiring firms: a longitudinal study. Strateg. Manag. J. 22 (3), 197–220 (2001)

Alexandridis, G., Antypas, N., Travlos, N.: Value creation from M&As: new evidence. J. Corp. Finan. 45 , 632–650 (2017)

Anderson, T.W., Hsiao, C.: Formulation and estimation of dynamic models using panel data. J. Econometrics 18 (1), 47–82 (1982)

Article   MathSciNet   MATH   Google Scholar  

Andrade, G., Mitchell, M., Stafford, E.: New evidence and perspectives on mergers. J. Econ. Perspect. 15 (2), 103–120 (2001)

Andrade, G., Stafford, E.: Investigating the economic role of mergers. J. Corp. Finan. 10 (1), 1–36 (2004)

Arellano, M., Bond, S.: Some tests of specification for panel data: Monte Carlo evidence and an application to employment equations. Rev. Econ. Stud. 58 (2), 277–297 (1991)

Article   MATH   Google Scholar  

Arellano, M., Bond, S.R., Bover, O.: Another look at the instrumental variable estimation of error-component models. J. Econometrics 68 (1), 28–51 (1995)

Banerjee, A., Eckard, E.W.: Are mega-mergers anticompetitive? Evidence from the first great merger wave. Rand J. Econ. 29 (4), 803–827 (1998)

Banker, R.D., Chang, H., Cunningham, R.: The public accounting industry production function. J. Account. Econ. 35 (2), 255–281 (2003)

Barney, J.B.: Returns to bidding firms in mergers and acquisitions: Reconsidering the relatedness hypothesis. Strateg. Manag. J. 9 (S1), 71–78 (1988)

Basu, D., Dastidar, S.G., Chawla, D.: Corporate mergers and acquisitions in India: discriminating between bidders and targets. Global Bus. Rev. 9 (2), 207–218 (2008)

Beccalli, E., Frantz, P.: M&A operations and performance in banking. J. Financ. Serv. Res. 36 (2–3), 203 (2009)

Bena, J., Li, K.: Corporate innovations and mergers and acquisitions. J. Financ. 69 (5), 1923–1960 (2014)

Berk, J.B., Peter, M.: DEMARZO. Corporate finance (2014)

Berkovitch, E., Narayanan, M.P.: Motives for takeovers: an empirical investigation. J. Finan. Quant. Anal. 28 (3), 347–362 (1993)

Bertrand, O., Betschinger, M.A.: Performance of domestic and cross-border acquisitions: empirical evidence from Russian acquirers. J. Comp. Econ. 40 (3), 413–437 (2012)

Bertrand, O., Zuniga, P.: R&D and M&A: are cross-border M&A different? an investigation on OECD countries. Int. J. Ind. Organ. 24 (2), 401–423 (2006)

Blonigen, B.A., Taylor, C.T.: R&D intensity and acquisitions in high-technology industries: evidence from the US electronic and electrical equipment industries. J. Ind. Econ. 48 (1), 47–70 (2000)

Blundell, R., Bond, S.: Initial conditions and moment restrictions in dynamic panel data models. J. Econometrics 87 (1), 115–143 (1998)

Bond, S.R., Windmeijer, F.: Finite sample inference for GMM estimators in linear panel data models (2002)

Bower, J.L.: Not all M&As are alike: And that matters (2001)

Brealey, R.: Principles of Corporate Finance, Concise. McGraw-Hill Higher Education (2010)

Bris, A., Cabolis, C.: The value of investor protection: firm evidence from cross-border mergers. Rev. Financ. Stud. 21 (2), 605–648 (2008)

Cai, J., Vijh, A.M.: Incentive effects of stock and option holdings of target and acquirer CEOs. J. Financ. 62 (4), 1891–1933 (2007)

Capron, L., Dussauge, P., Mitchell, W.: Resource redeployment following horizontal acquisitions in Europe and North America, 1988–1992. Strateg. Manag. J. 19 (7), 631–661 (1998)

Capron, L.: The long-term performance of horizontal acquisitions. Strateg. Manag. J. 20 (11), 987–1018 (1999)

Carpenter, R.E., Petersen, B.C.: Is the growth of small firms constrained by internal finance? Rev. Econ. Stat. 84 (2), 298–309 (2002)

Caves, R.E.: Mergers, takeovers, and economic efficiency: foresight vs. hindsight. Int. J. Ind. Organ.  7 (1), 151–174 (1989)

Cassiman, B., Martinez-Ros, E.: Innovation driving export performance: evidence from the Spanish manufacturing. In: Proceedings of (2003)

Chakrabarti, A., Hauschildt, J., Süverkrüp, C.: Does it pay to acquire technological firms? R&D Manage. 24 (1), 047–056 (1994)

Chalencon, L.: Do international mergers and acquisitions create value? (No. halshs-01415950) (2016)

Chalençon, L., Dominguez, N.: The theory of the eclectic paradigm through the prism of the internationalization of emerging firms (No. hal-01299370) (2016)

Cohen, W.M., Levin, R.C.: Empirical studies of innovation and market structure. In: Handbook of Industrial Organization, vol. 2, pp. 1059–1107 (1989)

COVID-19 and deals: A sudden shift in M&A dynamics available at http://usblogs.pwc.com/deals/covid-19-and-deals/ Accessed on March 14 2020

COVID-19 Impact on Global M&A available at https://www.bcg.com/publications/2020/covid-impact-global-mergers-and-acquisitions.aspx . Accessed 14 Mar 2020

da Cunha, A.M.Q.: M&A and innovation: Gains from shareholders on both sides of the deal (2018)

d’Aspremont, C., Jacquemin, A.: Cooperative and Non Cooperative R&D in DuopolyAmerican. Economic Review (1989)

Damodaran, A.: The value of synergy. Available at SSRN 841486 (2005)

Datta, D.K.: Organizational fit and acquisition performance: effects of post-acquisition integration. Strateg. Manag. J. 12 (4), 281–297 (1991)

Dickerson, A.P., Gibson, H.D., Tsakalotos, E.: The impact of acquisitions on company performance: evidence from a large panel of UK firms. Oxford Econ. Pap. 49 (3), 344–361 (1997)

Delcoure, N.V., Hunsader, K.: Value creation of cash mergers. empirical investigation. Investment Manage. Financ. Innov. 3 (2), 46–61 (2006)

Dennis, D.K., McConnell, J.J.: Corporate mergers and security returns. J. Financ. Econ. 16 (2), 143–187 (1986)

DePamphilis, D.: Mergers and Acquisitions Basics: All you Need to Know. Academic Press (2010)

Desyllas, P., Hughes, A.: The revealed preferences of high technology acquirers: an analysis of the innovation characteristics of their targets. Camb. J. Econ. 33 (6), 1089–1111 (2009)

Doherty, R., Ferrer, C., Rinaudo, E.K.: Building the right organization for mergers and acquisitions. The McKinsey Quarterly, September 2016

Duflos, G., Pfister, E.: Searching for innovations? the technological determinants of acquisitions in the pharmaceutical industry (2008)

Dutta, S., Jog, V.: The long-term performance of acquiring firms: a re-examination of an anomaly. J. Bank. Financ. 33 (8), 1400–1412 (2009)

Eccles, R.G., Lanes, K.L., Wilson, T.C.: Are you paying too much for that acquisition? Harvard Bus. Rev. 77 , 136–148 (1999)

Ekkayokkaya, M., Paudyal, K.: The importance of targets and value creation in vertical acquisitions. Int. Rev. Financ. (2019)

Elliott, J.W.: Funds flow vs. expectational theories of research and development expenditures in the firm. Southern Econ. J., 409–422 (1971)

Ernst, H., Vitt, J.: The influence of corporate acquisitions on the behaviour of key inventors. R&D Manage. 30 (2), 105–120 (2000)

Fiorentino, R., Garzella, S.: Synergy management pitfalls in mergers and acquisitions. Management Decision (2015). ISSN 0025-1747

Galofré Ferrer, A.: Value Creation in M&A transactions (Master’s thesis, Universitat Politècnica de Catalunya) (2019)

Ghosh, A.: Does operating performance really improve following corporate acquisitions? J. Corp. Financ. 7 (2), 151–178 (2001)

Goold, M., Campbell, A.: Brief case: From corporate strategy to parenting advantage. Long Range Plan. 24 (1), 115–117 (1991)

Gort, M.: An economic disturbance theory of mergers. Q. J. Econ. 83 (4), 624–642 (1969)

Gorton, G., Kahl, M., Rosen, R.J.: Eat or be eaten: a theory of mergers and firm size. J. Financ. 64 (3), 1291–1344 (2009)

Grabowski, H.G.: The determinants of industrial research and development: a study of the chemical, drug, and petroleum industries. J. Polit. Econ. 76 (2), 292–306 (1968)

Granstrand, O., Sjölander, S.: The acquisition of technology and small firms by large firms. J. Econ. Behav. Organ. 13 (3), 367–386 (1990)

Gupta, D., Gerchak, Y.: Quantifying operational synergies in a merger/acquisition. Manage. Sci. 48 (4), 517–533 (2002)

Harrison, J.S., Hitt, M.A., Hoskisson, R.E., Ireland, R.D.: Synergies and post-acquisition performance: differences versus similarities in resource allocations. J. Manag. 17 (1), 173–190 (1991)

Healy, P.M., Palepu, K.G., Ruback, R.S.: Does corporate performance improve after mergers? J. Financ. Econ. 31 (2), 135–175 (1992)

Hege, U., Hennessy, C.: Acquisition values and optimal financial (in) flexibility. Rev. Fin. Stud. 23 (7), 2865–2899 (2010)

Hitt, M.A., Hoskisson, R.E., Kim, H.: International diversification: effects on innovation and firm performance in product-diversified firms. Acad. Manag. J. 40 (4), 767–798 (1997)

Hogarty, T.F.: The profitability of corporate mergers. J. Bus. 43 (3), 317–327 (1970)

Homberg, F., Rost, K., Osterloh, M.: Do synergies exist in related acquisitions? A meta-analysis of acquisition studies. RMS 3 (2), 75–116 (2009)

Ikeda, K., Doi, N.: The performances of merging firms in Japanese manufacturing industry: 1964-75. J. Ind. Econ. 31 (3), 257–266 (1983)

Indian Economy Year in Review (2015). https://www.thenational.ae/business/india-economy-year-in-review-2015-1.110433 . Accessed 20 Mar 2020

Ishii, J., Xuan, Y.: Acquirer-target social ties and merger outcomes. J. Financ. Econ. 112 (3), 344–363 (2014)

Jandik, T., Makhija, A.K.: Debt, debt structure and corporate performance after unsuccessful takeovers: evidence from targets that remain independent. J. Corp. Financ. 11 (5), 882–914 (2005)

Jovanovic, B., Gilbert, R.J.: The diversification of production. Brookings papers on economic activity. Microeconomics 1993 (1), 197–247 (1993)

Jovanovic, B., Rousseau, P.L.: The Q-theory of mergers. Am. Econ. Rev. 92 (2), 198–204 (2002)

Kammler, E.L., Alves, T.W.: Análise da capacidade explicative do investimento pelo “q” de Tobin em empresas brasileiras de capital aberto. RAE-eletrônica 8 (2), 1–19 (2010)

Kengelbach, J., Degen, D., Keienburg, G., Schmid, T., Sievers, S.: As prices peak, should dealmakers wait for the next downturn. BCG Report (2018)

Khatab, H., Masood, M., Zaman, K., Saleem, S., Saeed, B.: Corporate governance and firm performance: a case study of Karachi stock market. Int. J. Trade Econ. Financ. 2 (1), 39 (2011)

Kim, J., Zheng, T.: A review of merger and acquisition wave literature: proposing future research in the restaurant industry. Hospitality Rev. 31 (3), 4 (2014)

Klimek, A.: Results of cross-border mergers and acquisitions by multinational corporations from emerging countries: the case of Poland. Eastern Eur. Econ. 52 (4), 92–104 (2014)

Krishnan, H.A., Park, D.: The impact of work force reduction on subsequent performance in major mergers and acquisitions: an exploratory study. J. Bus. Res. 55 (4), 285–292 (2002)

Langford, R., Brown, C.: Making M&A pay: lessons from the world’s most successful acquirers. Strategy & Leadership (2004). ISSN: 1087-8572

Larsson, R., Finkelstein, S.: Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: a case survey of synergy realization. Organ. Sci. 10 (1), 1–26 (1999)

Lehto, E., Böckerman, P.: Analysing the employment effects of mergers and acquisitions. J. Econ. Behav. Organ. 68 (1), 112–124 (2008)

Lubatkin, M.: Mergers and the performance of the acquiring firm. Acad. Manag. Rev. 8 (2), 218–225 (1983)

Lubatkin, M.: Merger strategies and stockholder value. Strateg. Manag. J. 8 (1), 39–53 (1987)

Martynova, M., Oosting, S., Renneboog, L.: The long-term operating performance of European mergers and acquisitions. ECGI-Finance Working Paper, (137) (2006)

Martynova, M., Oosting, S., Renneboog, L.: The long-term operating performance in European mergers and acquisitions. In: International Mergers and Acquisitions Activity Since 1990, pp. 79–116. Academic Press (2007)

Martynova, M., Renneboog, L.: A century of corporate takeovers: What have we learned and where do we stand? J. Bank. Finance 32 (10), 2148–2177 (2008)

Martynova, M., Renneboog, L.: The performance of the European market for corporate control: Evidence from the fifth takeover wave. Eur. Fin. Manage. 17 (2), 208–259 (2011)

Mellen, C.M., Evans, F.C.: Valuation for M&A: Building Value in Private Companies. Wiley, New York (2010)

Meeks, G.: Disappointing marriage: A study of the gains from merger, vol. 51. CUP Archive (1977)

Mergers, A., Restructurings, C.: Patrick A. Gaughan (2015)

Michel, A., Shaked, I.: Evaluating merger performance. Calif. Manag. Rev. 27 (3), 109–118 (1985)

Moatti, V., Ren, C.R., Anand, J., Dussauge, P.: Disentangling the performance effects of efficiency and bargaining power in horizontal growth strategies: an empirical investigation in the global retail industry. Strateg. Manag. J. 36 (5), 745–757 (2015)

Moeller, S.B., Schlingemann, F.P., Stulz, R.M.: Firm size and the gains from acquisitions. J. Financ. Econ. 73 (2), 201–228 (2004)

Morck, R., Shleifer, A., Vishny, R.W.: Do managerial objectives drive bad acquisitions? J. Financ. 45 (1), 31–48 (1990)

Mousa, B., Restum, H.: The impact of M&A on shareholders’ Value. Empirical evidence from the Swedish Market, Determinants of the acquirer value creation (2020)

Motis, J.: Mergers and acquisitions motives. Toulouse School of Economics EHESS (GREMAQ) and University of Crete. Retrieved from economics. soc. uoc. gr/wpa/docs/paper2mottis. pdf (2007)

M&A Landscape in India: What to Expect in 2015 available at http://www.nishithdesai.com/information/news-storage/news-details/article/ma-landscape-in-india-what-to-expect-in-2015.html . Accessed 20 Mar 2020

Muganhu, C.: Mergers and acquisitions issues in a transitional market: evidence from China (Doctoral dissertation, University of Salford) (2016)

Narayanan, K.: Technology acquisition and growth of firms: Indian automobile sector under changing policy regimes. Econ. Polit. Weekly 39 (5), 461–470 (2004)

Okofo-Dartey, E., Kwenda, F.: Mergers and acquisitions and firm value growth in emerging markets. Afr. Rev. Econ. Financ. 11 (2), 246–271 (2019)

Ornaghi, C.: Mergers and innovation in big pharma. Int. J. Ind. Organ. 27 (1), 70–79 (2009)

Pangarkar, N., Lim, H.: Performance of foreign direct investment from Singapore. Int. Bus. Rev. 12 (5), 601–624 (2003)

Papadakis, V.M., Thanos, I.C.: Measuring the performance of acquisitions: an empirical investigation using multiple criteria. Br. J. Manag. 21 (4), 859–873 (2010)

Park, K., Jang, S.S.: Mergers and acquisitions and firm growth: investigating restaurant firms. Int. J. Hospitality Manage. 30 (1), 141–149 (2011)

Perry, M.K., Porter, R.H.: Oligopoly and the incentive for horizontal merger. Am. Econ. Rev. 75 (1), 219–227 (1985)

Powell, R.G., Stark, A.W.: Does operating performance increase post-takeover for UK takeovers? a comparison of performance measures and benchmarks. J. Corp. Financ. 11 (1–2), 293–317 (2005)

Rabier, M.R.: Acquisition motives and the distribution of acquisition performance. Strateg. Manag. J. 38 (13), 2666–2681 (2017)

Rahman, M., Lambkin, M., Hussain, D.: Value creation and appropriation following M&A: a data envelopment analysis. J. Bus. Res. 69 (12), 5628–5635 (2016)

Rashid, A., Naeem, N.: Effects of mergers on corporate performance: an empirical evaluation using OLS and the empirical Bayesian methods. Borsa Ist. Rev. 17 (1), 10–24 (2017)

Rhoades, S.A.: The efficiency effects of bank mergers: an overview of case studies of nine mergers. J. Bank. Finance 22 (3), 273–291 (1998)

Roberts, J.W. and Sweeting, A.: Airline mergers and the potential entry defense. In: Working Paper (2012)

Röller, L.H., Stennek, J., Verboven, F.: Efficiency gains from mergers. Discussion Paper 00–09 , 134 (2000)

Ross, S.A., Randolph, W., westerfield, J.: Corporate Finance, 9th edn. McGraw-Hill, Boston (2010)

Ross, S.A., Westerfield, R., Jordan, B.: Fundamentals of Corporate Finance. McGraw-Hill, Part 8, Chapter 26 (2019)

Rozen-Bakher, Z.: The trade-off between synergy success and efficiency gains in M&A strategy. EuroMed J. Bus. (2018). ISSN 1450-2194

Sargan, J.D.: The estimation of economic relationships using instrumental variables. Econometrica: J. Econometric Soc. 26 (3), 393–415 (1958)

Servaes, H.: Tobin’s Q and the gains from takeovers. J. Financ. 46 (1), 409–419 (1991)

Schoop, M.L.: Performance of Mergers & Acquisitions‖. Graduation Thesis Master’s in Finance Faculty of Economics and Business Administration Department of Finance Tilburg, The Netherlands (2013)

Seth, A.: Sources of value creation in acquisitions: an empirical investigation. Strateg. Manag. J. 11 (6), 431–446 (1990)

Sharma, D.S., Ho, J.: The impact of acquisitions on operating performance: Some Australian evidence. J. Bus. Fin. Accoun. 29 (1–2), 155–200 (2002)

Shelton, L.M.: Strategic business fits and corporate acquisition: Empirical evidence. Strateg. Manag. J. 9 (3), 279–287 (1988)

Article   MathSciNet   Google Scholar  

Singh, H., Montgomery, C.A.: Corporate acquisition strategies and economic performance. Strateg. Manag. J. 8 (4), 377–386 (1987)

Sinkkonen, A.: Evaluating the performance of a merger through synergy capture: evidence from Finland (2019)

Sirower, M.L., O’Byrne, S.F.: The measurement of post-acquisition performance: toward a value-based benchmarking methodology. J. Appl. Corp. Finan. 11 (2), 107–121 (1998)

Slangen, A.H.: National cultural distance and initial foreign acquisition performance: the moderating effect of integration. J. World Bus. 41 (2), 161–170 (2006)

Szücs, F.: M&A and R&D: asymmetric effects on acquirers and targets? Res. Policy 43 (7), 1264–1273 (2014)

Thanos, I.C., Papadakis, V.M.: The use of accounting-based measures in measuring M&A performance: a review of five decades of research. Adv. Mergers Acquisitions 10 (1), 103–120 (2012)

Uzelac, B., Bauer, F., Matzler, K., Waschak, M.: The moderating effects of decision-making preferences on M&A integration speed and performance. Int. J. Hum. Resour. Manage. 27 (20), 2436–2460 (2016)

Vernimmen, P., Quiry, P., Dallochio, M., Le Fur, Y., Salvi, A.: Corporate Finance: Theory and Practice. John Wiley & Sons, Ltd. (2014)

Very, P., Schweiger, D.M.: The acquisition process as a learning process: evidence from a study of critical problems and solutions in domestic and cross-border deals. J. World Bus. 36 (1), 11–31 (2001)

Vyas, V., Narayanan, K.: Does M&A matter for R&D? Evidence from the pharmaceutical sector in India. In: Technology, pp. 89–109. Springer, Singapore (2016)

Weidenbaum, M., Vogt, S.: Takeovers and stockholders: Winners and losers. Calif. Manag. Rev. 29 (4), 157–168 (1987)

Yang, J., Guariglia, A., Guo, J.M.: To what extent does corporate liquidity affect M&A decisions, method of payment and performance? Evidence from China. J. Corp. Finan. 54 , 128–152 (2019)

Yu, T., Li, J.: Determinants of Short-Term Value Creation through M&A for the Acquirer-The event study of the pharmaceutical industry focus on the Western European market (2019)

Zollo, M., Meier, D.: What is M&A performance? Acad. Manag. Perspect. 22 (3), 55–77 (2008)

Download references

Author information

Authors and affiliations.

Amity University, Noida, Uttar Pradesh, India

Isha Gupta & Nandita Mishra

Indian Institute of Management, Shillong, Shillong, India

Naliniprava Tripathy

You can also search for this author in PubMed   Google Scholar

Corresponding author

Correspondence to Isha Gupta .

Editor information

Editors and affiliations.

Middle East Technical University-Northern Cyprus Campus, Güzelyurt, Turkey

Bahaaeddin Alareeni

College of Business and Finance, Ahlia University, Manama, Bahrain

Allam Hamdan

Islam Elgedawy

Rights and permissions

Reprints and permissions

Copyright information

© 2021 The Author(s), under exclusive license to Springer Nature Switzerland AG

About this paper

Cite this paper.

Gupta, I., Mishra, N., Tripathy, N. (2021). The Impact of Merger and Acquisition on Value Creation: An Empirical Evidence. In: Alareeni, B., Hamdan, A., Elgedawy, I. (eds) The Importance of New Technologies and Entrepreneurship in Business Development: In The Context of Economic Diversity in Developing Countries. ICBT 2020. Lecture Notes in Networks and Systems, vol 194. Springer, Cham. https://doi.org/10.1007/978-3-030-69221-6_107

Download citation

DOI : https://doi.org/10.1007/978-3-030-69221-6_107

Published : 13 March 2021

Publisher Name : Springer, Cham

Print ISBN : 978-3-030-69220-9

Online ISBN : 978-3-030-69221-6

eBook Packages : Engineering Engineering (R0)

Share this paper

Anyone you share the following link with will be able to read this content:

Sorry, a shareable link is not currently available for this article.

Provided by the Springer Nature SharedIt content-sharing initiative

  • Publish with us

Policies and ethics

  • Find a journal
  • Track your research

Profolus Logo

Perspectives on Mergers and Acquisitions Research

Share on facebook

There is a large and growing body of research on mergers and acquisitions. Take note that there are macro-level and micro-level impacts resulting from the merging of two or more companies or the acquisition of another organization. Thus, although mergers and acquisitions are concepts that fall within the realm of business management, relevant research perspectives have become varied. In other words, as a whole, mergers and acquisitions research is now a multidisciplinary undertaking.

Key perspectives on mergers and acquisitions research

1. Strategic Management: Remember that mergers and acquisitions are concepts under the general business management discipline. Nonetheless, using a strategic management perspective, relevant studies examine the motivations and drivers of mergers and acquisitions, as well as the implications and consequences on business performance.

2. Capital Markets: Based on a capital markets perspective, mergers and acquisitions research examines how announcements and actual pursuits of a merger or an acquisition affect the stock market performance of involved organizations and how such create shareholder value. The difference on the stock market performances of involved companies, such as an acquiring company and a target company, is also examined.

3. Economics: Mergers and acquisitions can affect not only the involved organizations but also their markets and immediate business environment. From an economics perspective, research on mergers and acquisitions explore how these initiatives positively or negatively affect relevant industries and sectors, markets, or economies at the micro-level and macro-level.

4. Organizational Theory: There are two specific areas of interest under a mergers and acquisitions research that is based on an organizational theory perspective. The first involves the process by which two previously different and autonomous organizations are unified into a cohesive whole. The second involves determining and examining the effects and changes a merger or acquisition has on organizational structure.

5. Human Resource: From a human resource perspective, research on mergers and acquisitions focuses on the relational and communication issues, psychological and psychosocial concerns, and leadership impacts of a merger or acquisition. In other words, this perspective explores and understands the “human side” of mergers and acquisitions.

A note on mergers and acquisitions research

It is important to highlight the fact that mergers and acquisitions research is not an undertaking limited within the confines of the academe. Business leaders including executives, strategic planners, and consultants pursue research to evaluate the implications a planned merger or acquisition has on their respective organizations. External stakeholders such as investors, analysts, and concerned parties also pursue research to determine how these corporate level strategies might affect their interests.

Nonetheless, the aforementioned perspectives on mergers and acquisitions research give researchers a starting point for determining their research direction, specifically the problem statement, purpose of the particular study, and the theoretical and/or conceptual framework.

Cross-Border Mergers and Acquisitions

One of the most consequential events in any firm’s lifetime is a major acquisition. Because of their importance, mergers and acquisitions (M&As) have been an enormous area of research. However, the vast majority of this research and survey papers summarizing this research have focused on domestic deals. Cross-border ones, however, constitute about 30% of the total number and 37% of the total volume of M&As around the world since the early 1990s. We survey the literature on cross-border M&As, focusing on international factors that can lead firms to acquire a firm in another country. Such factors include differences in economic development, laws, institutions, culture, labor rights, protection of intellectual property, taxes, and corporate governance.

We thank Eduard Inozemtsev, Sejin Kang, Daisy Wang, and Grace Zhang for excellent research assistance, Rose Liao for help with computations, and Jeff Netter and René Stulz for helpful suggestions. The views expressed herein are those of the authors and do not necessarily reflect the views of the National Bureau of Economic Research.

MARC RIS BibTeΧ

Download Citation Data

More from NBER

In addition to working papers , the NBER disseminates affiliates’ latest findings through a range of free periodicals — the NBER Reporter , the NBER Digest , the Bulletin on Retirement and Disability , the Bulletin on Health , and the Bulletin on Entrepreneurship  — as well as online conference reports , video lectures , and interviews .

15th Annual Feldstein Lecture, Mario Draghi, "The Next Flight of the Bumblebee: The Path to Common Fiscal Policy in the Eurozone cover slide

Cart

  • SUGGESTED TOPICS
  • The Magazine
  • Newsletters
  • Managing Yourself
  • Managing Teams
  • Work-life Balance
  • The Big Idea
  • Data & Visuals
  • Reading Lists
  • Case Selections
  • HBR Learning
  • Topic Feeds
  • Account Settings
  • Email Preferences

Research: Innovation Suffers When Drug Companies Merge

  • Justus Haucap
  • Joel Stiebale

mergers and acquisitions research topics

Competitors of the combined firms cut back on R&D too.

We know that mergers and acquisitions are  challenging for the companies involved . But we spend less time thinking about the challenge they pose for antitrust authorities. This regulator has to decide whether to approve a merger based on its predicted outcome for the businesses and society as a whole. Generally, if consumers are likely to be harmed, authorities prefer to block the merger . If not, it gets the nod. Sometimes, approval is granted on certain conditions.

  • JH Justus Haucap is the director of the Düsseldorf Institute for Competition Economics ( DICE ) in Germany. He has been a member of the German Monopolies Commission from 2006 to 2014 and chaired the commission from 2008 to 2012.
  • Joel Stiebale is a professor of empirical industrial organization at the Düsseldorf Institute for Competition Economics ( DICE ), Germany. His research focuses on competition policy, economics of innovation, international trade, and multinational firms.

Partner Center

  • Finance & Insurance ›
  • Financial Services

Mergers and acquisitions (M&As) in the U.S. - statistics & facts

Which sector attracts the most m&a deals, how will m&a activity evolve in the near future, key insights.

Detailed statistics

Value of M&A deals in the U.S. 2006-2022

Volume of M&A deals in the U.S. 2000-2022

Value of M&A deals in the U.S. 2022-2023, by deal value

Editor’s Picks Current statistics on this topic

Current statistics on this topic.

M&A & Private Equity

Number of M&A deals in the U.S. Q2 2023, by industry

Leading financial advisors to M&A deals in the U.S. 2023, by deal value

Related topics

Recommended.

  • M&As worldwide
  • M&As in Europe
  • Mergers and acquisitions in China

Recommended statistics

  • Premium Statistic Value of M&A deals globally 1985-2023
  • Premium Statistic Volume of M&A deals globally 1985-2023
  • Premium Statistic Global value of merger and acquisition deals 2017-2022, by region
  • Premium Statistic Global number of merger and acquisition deals 2017-2022, by region
  • Basic Statistic Change in M&A deal value worldwide 2022, by region or country
  • Premium Statistic Leading financial advisors to M&A deals worldwide 2023, by deal value
  • Premium Statistic Leading legal advisors to M&A deals worldwide 2022, by deal value

Value of M&A deals globally 1985-2023

Value of mergers and acquisition (M&A) transactions worldwide from 1985 to April 2023 (in trillion U.S. dollars)

Volume of M&A deals globally 1985-2023

Number of merger and acquisition (M&A) transactions worldwide from 1985 to April 2023

Global value of merger and acquisition deals 2017-2022, by region

Value of merger and acquisition (M&A) deals worldwide from 2017 to 2022, by region (in billion U.S. dollars)

Global number of merger and acquisition deals 2017-2022, by region

Volume of merger and acquisition (M&A) deals worldwide from 2017 to 2022, by region

Change in M&A deal value worldwide 2022, by region or country

Change in merger and acquisition (M&A) deal value worldwide 2022, by region or country

Leading financial advisors to M&A deals worldwide 2023, by deal value

Leading financial advisors to merger and acquisition (M&A) transactions worldwide in 2023, by deal value (in million U.S. dollars)

Leading legal advisors to M&A deals worldwide 2022, by deal value

Leading legal advisors to merger and acquisition (M&A) transactions worldwide in 2022, by deal value (in billion U.S. dollars)

M&A activity

  • Premium Statistic Value of M&A transactions globally 2015-2022, by target country
  • Premium Statistic Value of M&A deals in the U.S. 2006-2022
  • Premium Statistic Volume of M&A deals in the U.S. 2000-2022
  • Premium Statistic Monthly value of M&A deals in the U.S. 2022-2023
  • Premium Statistic Monthly volume of M&A deals in the U.S. 2022-2023
  • Premium Statistic Value of M&A deals in the U.S. 2022-2023, by deal value
  • Basic Statistic Number of M&A deals in the U.S. 2020-2022, by deal value
  • Premium Statistic Biggest M&A inbound deals in the U.S. 2022

Value of M&A transactions globally 2015-2022, by target country

Value of merger and acquisition deals worldwide from 2015 to 2022, by target country (in billion U.S. dollars)

Value of M&A deals in the U.S. 2006-2022

Value of merger and acquisition (M&A) transactions in the United States from 2006 to 2022 (in billion U.S. dollars)

Volume of M&A deals in the U.S. 2000-2022

Number of merger and acquisition (M&A) transactions in the United States from 2000 to 2022

Monthly value of M&A deals in the U.S. 2022-2023

Monthly value of merger and acquisition transactions in the United States from April 2022 to July 2023 (in billion U.S. dollars)

Monthly volume of M&A deals in the U.S. 2022-2023

Monthly volume of merger and acquisition transactions in the United States from April 2022 to July 2023

Value of M&A deals in the U.S. 2022-2023, by deal value

Value of merger and acquisition (M&A) transactions in the United States in 2022 and 2023, by deal value (in billion U.S. dollars)

Number of M&A deals in the U.S. 2020-2022, by deal value

Number of merger and acquisition transactions in the United States from 2020 to 2022, by deal value

Biggest M&A inbound deals in the U.S. 2022

Largest merger and acquisition (M&A) inbound deals in the United States in 2022 (in million U.S. dollars)

Sector breakdown

  • Premium Statistic Value of M&A deals in the U.S. Q2 2023, by industry
  • Premium Statistic Number of M&A deals in the U.S. Q2 2023, by industry
  • Premium Statistic Value of domestic M&A deals in the U.S. 2022, by industry
  • Premium Statistic Volume of domestic M&A deals in the U.S. 2022, by industry

Value of M&A deals in the U.S. Q2 2023, by industry

Value of merger and acquisition deals in the United States in 2nd quarter 2023, by industry (in billion U.S. dollars)

Number of M&A deals in the U.S. Q2 2023, by industry

Number of merger and acquisition deals in the United States in 2nd quarter 2023, by industry

Value of domestic M&A deals in the U.S. 2022, by industry

Value of domestic M&A deals in the United States in 2022, by industry (in billion U.S. dollars)

Volume of domestic M&A deals in the U.S. 2022, by industry

Number of domestic M&A deals in the United States in 2022, by industry

Top M&A advisors

  • Premium Statistic Leading financial advisors to M&A deals in the U.S. 2023, by deal value
  • Premium Statistic Leading financial advisors to M&A deals in the U.S. 2022, by deal volume
  • Premium Statistic Leading legal advisors to M&A deals in the U.S. 2022, by deal value
  • Premium Statistic Leading legal advisors to M&A deals in the U.S. 2022, by deal volume
  • Premium Statistic Leading M&A advisors in the North East U.S. 2021-2022, by deal value
  • Premium Statistic Leading M&A advisors in the Mid West U.S. 2021-2022, by deal value
  • Premium Statistic Leading M&A advisors in the South U.S. 2021-2022, by deal value
  • Premium Statistic Leading financial advisors to M&A in the West U.S. 2021-2022, by value of deals

Leading financial advisors to M&A deals in the U.S. 2023, by deal value

Leading financial advisors to merger and acquisition deals in the United States in 2023, by value of announced deals (in million U.S. dollars)

Leading financial advisors to M&A deals in the U.S. 2022, by deal volume

Leading financial advisors to merger and acquisition deals in the United States in 2022, by number of announced deals

Leading legal advisors to M&A deals in the U.S. 2022, by deal value

Leading legal advisors to merger and acquisition deals in the United States in 2022, by deal value (in billion U.S. dollars)

Leading legal advisors to M&A deals in the U.S. 2022, by deal volume

Leading legal advisors to merger and acquisition deals in the United States in 2022, by number of deals

Leading M&A advisors in the North East U.S. 2021-2022, by deal value

Leading financial advisors to M&A transactions in the North East United States in 2022, by transaction value (in billion U.S. dollars)

Leading M&A advisors in the Mid West U.S. 2021-2022, by deal value

Leading financial advisors to M&A transactions in the Mid West United States in 2022, by transaction value (in billion U.S. dollars)

Leading M&A advisors in the South U.S. 2021-2022, by deal value

Leading financial advisors to M&A transactions in the South United States in 2022, by transaction value (in billion U.S. dollars)

Leading financial advisors to M&A in the West U.S. 2021-2022, by value of deals

Leading financial advisors to M&A in the West United States in 2022, by value of deals (in billion U.S. dollar)

Further reports Get the best reports to understand your industry

Get the best reports to understand your industry.

  • Investment banking
  • M&As in the United Kingdom (UK)
  • BigLaw firms in the U.S.

Mon - Fri, 9am - 6pm (EST)

Mon - Fri, 9am - 5pm (SGT)

Mon - Fri, 10:00am - 6:00pm (JST)

Mon - Fri, 9:30am - 5pm (GMT)

172 Merger Essay Topic Ideas & Examples

🏆 best merger topic ideas & essay examples, 👍 good essay topics on merger, ⭐ simple & easy merger essay titles, 💡 interesting topics to write about merger, ✍️ merger essay topics for college.

  • Mergers & Acquisitions in the Telecommunication Industry There is a high probability of the two firms involved in a merger and acquisition failing to attain the desired synergy.
  • Monopolies Proposed Mergers According to allocative efficiency theory, for a perfect competition to occur, there must be optimal distribution of goods and services, the consumers have a wide variety of choice to level that price equals the Marginal […] We will write a custom essay specifically for you by our professional experts 808 writers online Learn More
  • Cadbury and Kraft Merger It is this approach that is used by the management of Kraft and Cadbury to evaluate how the organization performed strategically. A table representing some of the BSC parameters that are used by Cadbury and […]
  • Mergers and Acquisitions in the United States This means that the company that was bought existed under new ownership and as a result its identity was changed to resemble that of the bank of America corp.
  • The Impact of Mergers on Consumers, Industry, and the Society The main difference between the two is that in the merger the company retains a shared interest in the corporation formed after merging.
  • Sony Ericsson Merger: Joint Venture and Acquisitions The merger had great impact in the market and the coming together of the companies changed the market share in the mobile market.
  • Merger Between Citicorp and Travelers Group One reasons, as to why the Citicorp and travelers merger was considered important in the financial industry of the United States was because this merger would create “a financial supermarket hence increasing the economies of […]
  • Impacts of Different Corporate Culture in the Merger of EBMC and SR This study attempts to extrapolate and foresee the difficulties resulting from the merger of the two hospitals and suggests possible tactical solutions.
  • The Mergers of Companies The tool used in these mergers was called trusts A number of factors pushed the firms into The Greater Merger Movement, for instance short-run factors like the need to keep the prices high and the […]
  • Merger, Acquisition, and International Strategies It is necessary to add that the strategy has proved to be effective as the company is now one of the leaders of the market.
  • The External Environments Effected in the Planned Merger Between the American Airlines & Us Airways The deregulation of the industry in the later years of the 20th century has been behind the increase in the number of airline companies in the United States.
  • Merck & Co Acquisition of Medco By using share values for the merged companies before and after the mergers, the researchers report that most of such mergers result in increased share value, implying that the wealth of the shareholder and the […]
  • OFT accepts distribution business sale in heating oils’ merger Considering the features of the oil market in the world and especially in the United Kingdom, it should be mentioned that the competition in the market is increasing.
  • Impacts of Mergers of Large Firms within Oligopolies In the past, there has been assertion that the organization of the oil producing and exporting countries is a cartel whose main aim is to control oil production in the world and thus dictating the […]
  • American Airline Merger With U.S. Airways This essay seeks to examine the merger between American Airlines and US Airways with the aim of analyzing the circumstances surrounding the merger and suggesting marketing strategies that could propel the resultant carrier to achieve […]
  • Corporate merger between Volkswagen and Porsche A brief description of the firms Volkswagen and Porsche and the automobile industry The automotive industry is feeling the pinch of the global economic recession.
  • Structural Issues That Stem From the Merger of Two Organisations This structure will be appropriate for a firm that needs to establish a firm footing in the music and books industry.
  • Wachovia-Wells Fargo Merger: Organizational Communication This paper gives an in depth discussion of the role of organizational communication in change management for Wachovia/Wells Fargo Merger with much emphasis being given to the organizational aspects that are influenced by communication.
  • Wachovia-Wells Fargo Merger Wells Fargo’s main goal following the merger, according to Phil Smith, is “to expand the investment banking arm so that its footprint is comparable to the commercial business, which is one of the top two […]
  • Recommendations for Organisational Goals for Mergers Businesses are entered into to accomplish the merged company’s goals and objectives, not to compete with the goals and objectives of the other entities joining the merger.
  • Time Warner Competitive Position Before the Merger The company predicted that there would be synergy due to the combination of the two companies where it would be able to use the AOL’s clients, internet, and the online band to boost its contents […]
  • Role of Mergers and Acquisitions in Achieving a Corporate Strategy – InBev As a result, it should be noted that it was a good corporate strategy for the CEO of InBev to invest in the acquisition of Anheuser-Busch Company at the time.
  • Mergers and Acquisitions Effect on Organizational Performance The main principal underlying the concepts of these transactions is that the companies involved are always out to increase their shareholder bases, to get to a maximum beyond the sum of the current share holders […]
  • Global Mega-Mergers and Failure Risk Reduction The problem with mega-mergers is that due to the big size of the two companies being merged, administrative challenges may arise during the process of working out the organizational issues such as culture and the […]
  • Mergers, Acquisition, and International Strategies in McDonald and Carl’s Jr. Corporations Thus, the acquisition of Boston Market by McDonald’s Corporation expanded the market presence of the latter in Australia and Canada. The major challenge to its expansion is the competition from McDonald’s Corporation, which has the […]
  • The Alcatel – Lucent Merger During the renewed merger in 2006, various issues were negotiated that were missing in the collapsed deal of 2001. The two companies failed to agree on the strength of Alcatel in the merger.
  • HR Case Study on the Merger between Daimler-Benz and Chrysler The merger also offered a chance to further the strength of the companies in terms of developing new products and services which were very vital for an increase in profit margins.
  • Daimler-Chrysler Merger: Leadership Issue They failed to motivate employees in one organization while the culture clash resulted in the decline of one of the organizations.
  • BP in Russia: Mergers and Acquisitions Considerations Development of a merger plan- To increase the rate of success in mergers and acquisition, it is important for the firms involved to develop a comprehensive merger plan.
  • Mergers, Acquisition And International Strategies This approach has shown sensitivity to the needs of consumers, leading to the phenomenal growth of the company since its inception in 1962, and forcing the company to spread to foreign markers.
  • Merger of the US Airways and American Airlines In addition, the critics of the merger argue that the amalgamation would hinder the prevention of the America Airlines Group Inc.’s anticompetitive consequences. On the contrary, the proponents of the merger argued that the amalgamation […]
  • The Factors Affecting Mergers and Acquisitions In the process of implementing M&A, managers assess the key cultural differences that exist in the merging/aquiring firm. From the analysis, it is evident that there are a number of factors which motivates firms to […]
  • Air France-KLM Merger and Firm Rivalry Increase in competition of Europe airlines and the harsh financial position of the KLM airline led to this merger. Due to the acquired position of dominance in the industry and bargaining power during the merger, […]
  • Ethnicity and Self-Representation in Social Media: When Cultures Merge Analyzing the ways in which and the means with the help of which people manifest their ethnicities in the social media, one can comment on the tendencies in the intercultural communication and the changes which […]
  • The Merger of Comcast and NBCU The type of merger formed between Comcast and NBCU Based on the market definition, it is apparent that the NBC Universal and Comcast merger combined the transactions of these two business entities.
  • Southwest Airlines-Airtran Merger However, considering Southwest Airlines acquired all the shares of Airtran and a complete re-branding of Airtran is part of the agreement, it is fair to conclude that the transaction was an acquisition.
  • Microsoft Merger Considerations The initial aim of any business is to concentrate on a business growth and expansion strategy in order to maximize business profits.
  • Bank Mergers and Cost of Capital Knowledge pertaining to the firm’s culture and systems is essential in determining whether structures of the acquired firm would match that of the acquiring firm.
  • Utah Symphony and Utah Opera: A Merger Bill Bailey might use the needs theory of motivation to support the merger by denoting the financial strength that the merger will have, recognizing the financial stability of opera and the flexibility that the business […]
  • AT&T & BellSouth: Expansion and Merger The basic factors to determine who is to join and not to join the market are determined by the few players with an intention to avoid fair competition or allow natural price setting in the […]
  • Merger: Managing the Transition Change in an organization proves to be necessary due to the technology advances and it may be of use to the organization; however, change is not always welcomed with open arms especially by employees, as […]
  • Merger of Western Hospital and Academic Hospital In the case of Western Hospital and Academic Hospital, the laboratory services had their costs as; direct incremental costs in the form of labour and supplies costs, the cost was charged at Academic Hospital and […]
  • Negotiations: Addressing the Merger Issue Key to the process of conflict resolution is the use of negotiation tactics and strategies. A goal is defined as a known or presumed commercial or personal interest of all or some of the parties […]
  • Implications of the Austar-Foxtel Merger Over the years, the company has been making milestones in the industry that includes, among others, the delivery of up to 20 channels over Telstra’s Hybrid Fibre Coaxial network, the acquisition of Galaxy satellite television […]
  • Acquisitions & Mergers Pros and Cons The involved companies in this case are regarded to be of the same size. Acquisition also leads to increased financial leverage- the power gained by a company when more financial assets are acquired of the […]
  • Merger Negotiations Between Boeing and Airbus Company The committee members and negotiators should ensure that the negotiation process yields the required results through identification and addressing the fundamental goals on the onset of the process in order to highlight the key issues […]
  • Strategic Analysis of Merger: Skype and Microsoft Increasing the users of Skype to one billion daily was one of the strategic rationales of Microsoft when it acquired Skype.
  • Merger Between Daimler-Benz and Chrysler Prior to the merger, the management of companies should pay close attention to the competitive positions of each other and the trends that emerged in a certain market.
  • The American Airlines and US Airways Merger However, the practice has presented opportunities and benefits to both the firms and the airline industry. Consumers of the two airlines are expected to be part of the larger clients’ base in the new firm.
  • H. J Heinz Company and Kraft Foods Merger Effective application of the SHRM will enable the firm to cope with some of the major causes of failure, which include culture shock and the employees’ resistance.
  • Cross-Border Mergers & Acquisitions in the Pharmaceutical Industry In reference to most mergers and acquisition in pharmaceutical industries in the United States of America, Kang &Johansson observes that possession of recognized product in some pharmaceutical markets, well renowned market system and the market […]
  • Merger Between Utah Opera and Utah Symphony Recommended steps prior to the Merger Before going into the merger, the two leaders should have a talk on their experiences and undergo some workshop experience in which one reveals to the other the secret […]
  • Management Issues in Mergers: Bancolombia Company The success of this strategy for the case of the merger between Conavi, Bancolumbia, and Corfinsara was realised through communication to shareholders about its value in enhancing the success of the company.
  • Mergers and Acquisitions of Chrysler, an American entity and Daimler-Benz However, the merger failed to meet the expectation of the managers and owners. This period should come prior to the signing of a comprehensive merger and acquisition deal.
  • Merger of Air France and KLM The merger of Air France and KLM would lead to significant changes in the market. The merger of Air France and KLM would lead to significant changes in the European airline industry.
  • Merger, Acquisition, and International Strategies of McDonalds McDonalds took a step of changing the value of its products and modifying their features rather than increasing the number of restaurants globally. This strategy requires a creative method in order to control the manufacturing […]
  • Mergers, Acquisitions, and Downsizing This paper will highlight the differences between mergers, acquisitions, and downsizing and extrapolate the circumstances that can lead a company to adopt any of the three measures. The merging of companies in a horizontal arrangement […]
  • Project Team Involvement in a Merger In this case, the report discusses the use of project team in a merger between Hewlett-Packard and Compaq companies in the computer industry. The integration of both management and cultures was used as the strategy […]
  • China National Building Material Company’s and ABC Supply’ Merger However, the success of the merger will be determined by the extent to which the management teams analyze and understand the United States and China’s cultures and values.
  • Mergers and Acquisitions of Industry Sectors The identity of the acquiring firm remains while that of the organization being acquired is lost. The first major shortcoming occurs in the existence of conflicting resources and organizational cultures and practices between the two […]
  • Vertical Integration, Acquisition or Merger Vertical integration involves the amalgamation of the production chain to accommodate the different products that the company deals in line with the market-specific demands.
  • McDonald’s Company Acquisitions and Mergers After evaluating the approaches that were exploited by McDonald’s Corporation to obtain Boston Market, its influence on the company, and its worldwide business-level and corporate-level stratagems, one is presented with an opportunity for better comprehension […]
  • Mergers and Acquisitions: Delta Air Lines and Great Lakes Airlines It is possible to say that this company has long tried to increase its share in different markets and become the leading airline company in the United States and in the world.
  • American and British Universities of Al Ain Merger The merging of the two universities can occur through the determination of the leaders who realise the possible advantages of a merger.
  • Mergers & Acquisitions. Synergy Valuation Models Nonetheless, it is important to take them into account due to the essentiality of the maintenance of the efficiency of the business processes and the lack of knowledge of the synergies applications in the context […]
  • Caracal Light Ammunition’s Merger and Acquisition This will decrease the costs of logistics and will ensure that the organization will provide its products to the customers promptly.
  • Mergers and Acquisitions Implementation Plan Wang and Moini note that researchers reported different data on divestment, but it is clear that from one-third to a half of the companies were divested after M&A.
  • Burger King and Tim Hortons Corporations Merger First the retail sales at the restaurants of the chain, and second the franchise incomes earned due to the reputation of the Burger King brand, these revenues are based on the royalties occurring from the […]
  • Southern Bank and Northern Bank’s Operations: Merger Plan It will lead to the replacement of Southern Bank human resource management practices with Northern Bank practices. The Southern Bank IT system will be replaced with Northern Bank’s.
  • US Companies’ Mergers and Acquisitions According to Dorata, the positive and negative impacts of mergers and acquisitions largely depend on the performance of the firms that engage in the consolidation process.
  • BRL Hardy Company’s Post-Merger Success A number of issues are associated with the success of the company after the merger. The combination of the two organizational structures was one of the factors behind the success of the new company.
  • Automotive Industry: Mergers and Acquisition This paper seeks to analyze mergers in the automotive industries with special attention to the factors that led to the mergers and the economic benefits that resulted from them.
  • Mergers and Acquisitions Laws in the UAE The main laws that regulate the formation of M&A are the Competition Law of 2012 and the Commercial Companies Law of 1984, which was amended in 1988.
  • Business Mergers: Significance and Impacts This has included mergers and acquisition of businesses as opposed to starting new ventures The purpose of the study will be to investigate the significance and impact of the merger between two firms that are […]
  • Detroit Free Press and Detroit Daily News’ Merger The forecasts for the merged firms’ profits are the use of financial resources to implement the latest technologies, develop a new structure of papers, and provide new creative ideas.
  • Al Bawadi Islamic Bank and Al Shurooq Bank Merge Customers of the two banks and the employees will be brought to the new entity hence they should feel some sense of belonging in the new name that is developed.
  • Mergers: Cisco Systems Incorporation and Bay Networks The findings from the study were interpreted to ensure that entrepreneurs understand the importance of addressing cultural differences in the process of forming mergers and acquisitions.
  • Barclays and Lehman Brothers Merger’s Issues The other challenge is that the workers of the American Lehman were not quick to adapt to the quick changes that were being made in the organization.
  • MRA Associates Inc. and Xecodynamics Merger The constraints have been limiting the scope of the company in terms of service provision since the available resources have not been able to ensure the holistic satisfaction of its customer needs.
  • Mergers: Financial Drivers and Performance Factors Defining financial drivers triggering the merger, assessing financial performance during the post-merger stage, and underlining the significance of various factors affecting the financial planning process are the critical goals of this essay.
  • Mergers and Acquisitions’ Effect on Shareholders For example, there have been cases of mergers and acquisition in the European market that has characterized lack of activity across the borders of Europe and domestically following the effect of the recession experienced between […]
  • Synergon Capital and Beauchamp Companies Merger However, after the acquisition of Beauchamp, a British financial-services company, the situation is challenging. In case there is a shortage of time, I would choose to concentrate on the recent information about the company and […]
  • Tesla Motors’ and Volvo Cars’ Companies Merger It dwells on the history of the success of the company, explains the challenges that Tesla faces both internally and externally, and describes the role of organisational culture and leadership in its success.
  • US Healthcare Institutions Merger and Nursing The contribution of the project to the nursing profession is in accentuating the necessity of developing preceptorship programs in healthcare organizations in order to guarantee the continuous education of nurses and the improvement of their […]
  • “The Q-Theory of Mergers” by Jovanovic & Rousseau In their article, the authors argue that the Q-theory can be linked to the purchasing/merging motives of the firms. The author’s theory describes 4 decades of mergers from the prospect of merger waves but does […]
  • Holiday Seekers and Small World Agencies Merger The remaining administrators will have to adapt to the new conditions, learn the peculiarities of the new business, and provide guidance for the employees of the new company.
  • Sprint and Soft Bank Merger and Its Future The company wants to roll out the LTE services in Japan and the acquisition of the Sprint Corporation is a good starting point.
  • Caracal Light Ammunition’s Merger Preparation In this case, the acquisition’s primary goal is to enhance the flow of the processes within the organization, as the ownership of Expert Future Cargo will assist in the reduction of costs and improvement of […]
  • Meetings in Mergers and Acquisitions It is for this reason that meetings between both teams become a crucial element in the process because what eventually matters is what is in the hearts and minds of the people and the culture […]
  • General Motors and Elio Motors: M&A Strategies The purpose of this paper is to analyze two companies selected from one industry and evaluate their merger and acquisition strategy, the impact of five forces of competition, and corporate governance mechanisms based on the […]
  • The Influence of HR on Mergers and Acquisitions One of the reasons I agree with the premise is the fact that it is the responsibility of HR to scout for potential companies to take over or to merge.
  • Travel Group Companies Merger: Main Aspects and Analysis When it comes to the organizational structure of the company that is discussed in the case, it is extremely important to analyze it with reference to the key concepts studied within the framework of systems […]
  • Sprint & T-Mobile Merger, Leadership and Decision-Making The questions and their responses are highlighted below: In the case of Masayoshi, it is important to take into consideration the quality of the decision made. The involvement of the team in the decision-making process […]
  • Agthia Group’s Changes After Merger Consequently, the primary goal of the paper is to conduct the analysis of modifications in the organizational chart before and after the acquisition, describe the departments in charge of the takeover, and introduce the reporting […]
  • Pre- and Post-Acquisition Concerns Apart from the need to develop the Acquisition Committee, give more power to the HR department, and monitor progress, it is vital to inform the employees, conduct a SWOT analysis of business cultures, and utilize […]
  • Competition & Consumer Behavior: Reebok-Adidas Merger It is evident from the case that the current situation of Rebook and Adidas has progressed especially in the face of the rising competition from rivals.
  • Mergers and Sustainability in Indian Aviation Industry For instance, in the case of the Benz and Chrysler merger, both firms benefited from the expanded market in luxury vehicles and improved efficiency in the cost of production.
  • Mergers and Acquisitions: Cultural Concerns Despite falling within the comedy genre, the film reinforces the general perception of the Japanese and Americans in the workplace. The merger made the German work culture dominant and resulted in a negative plunge in […]
  • The Dimension of Masculinity: Upjohn & Pharmacia Merger The smaller index of the mentioned dimension means that the culture is characterized by less significant differences between the sexes and a higher value of the relationships.
  • Eurocopter Company’s Merger and Financial Risks About the plans or our company related to the expected merger, the transaction is supposed to improve our social image due to the presence of products ranked among the safest.
  • Information Technology in Mergers and Acquisitions Furthermore, the creation of the configuration management database and assert management tool may be helpful to renew the IT work as soon as possible after the merger and help track the elements put into the […]
  • Kimberley-Clark and Scott Paper Companies’ Merger The decision made by Kimberley-Clark to merge with Scott Paper has introduced a major problem in the company because it is difficult to manage the two companies effectively.
  • Utah Symphony and Orchestra Merger and Communication In the proposed merger between Utah Symphony and Utah Opera, Utah Orchestra’s director, Anne Ewers was appointed to oversee the merge of two companies.
  • Wachovia and First Union Companies’ Merger and Outcomes The acquisition of the True Comp system and SOLD system of First Union served as a remedy for the low performance in the industry.
  • United Airlines and US Airways Merger Problems In the case study, the Department of Justice failed to approve the merger between United Airlines and the US airways on grounds that it would reduce competition and affect service delivery.
  • Merger & Acquisition: Critical Success Factors The importance of mergers and acquisitions in the corporate world stems from their variable advantages, which include increased economies of scale, expansion of the economy of scope, increased revenues, increased market share, development of synergy, […]
  • Merger and Its Impact on Employee Compensation The head of the benefits team stated that it would take the firm more time to create a new benefits plan than merging the benefits plan of both the companies.
  • Al Razi and Ibn Sina Hospitals’ Merger Advice The purpose of this report is to highlight the best practices that will facilitate the merger between Al Razi Hospital and Ibn Sina Hospital.
  • Merger & Acquisition Effects in the European Union The main purpose of this chapter is therefore to explain the background of the study, the research aim, the research objectives, and the structure of the dissertation.
  • Merger: Economic Justifications and Incentives It should be noted, however, that the synergistic benefits of a merger are not reliable, and they may instead lead to significant losses for the new joint entity.
  • Managing Human Resources in Mergers and Acquisitions When acquiring companies, it is very important to optimize the resources of the two parties, that is, to assess the person and understand what resources will create the optimal structure of the merged company.
  • Holiday Seekers Travel Agency and Small World Travel Agency: Addressing Merger Needs This report discusses the impact of the merger and creation of the new Broaden Your Horizons company, including leadership, culture, communication, and sustainability issues to ensure that change will be implemented successfully.
  • Mergers, Acquisitions, and Cultural Dilemmas The incompatibility of business approaches, substantial differences between American and Japanese mentalities, and wrong actions of the protagonist as a leader are directly related to the theme of the paper.
  • Mergers and Acquisitions in the Oil and Gas Industry The objective of this study is to investigate the changing trends and compare0 mergers and acquisitions in the oil and gas industry over the past decades.
  • Managing Organizational Change: IPIC and Mubadala Merger The entire structure of the company had to be reinvented to encompass new employees, transform the decision-making apparatus, and enhance the capacity of the organization to handle larger amounts of finances necessary to operate in […]
  • Chicago Mercantile Exchange and Board of Trade Merger In the year 2007, it merged with Chicago Mercantile Exchange and stopped trading as an independent entity On July 12, 2007, Chicago Mercantile exchange bought and merged with the Chicago board of trade to form […]
  • Vodafone & Mannesmann and Amazon & Netflix Mergers Analysis Specifically, the concept of a merger will be defined, followed by an example of a successful merger performed in the global economy recently.
  • XYZ Airlines’ Mergers and Acquisitions Management The primary aim of this report is to analyze the reasons that are contributing to the challenges in managing the underperforming firms at XYZ airline.
  • Change Management Analysis of Daimler – Chrysler Merger The German workers felt that since this was a deemed German company, the members had to be elected from the workers union and the elected members could, in turn, sit on the board.
  • Merger of Delta & Northwest Airlines The efforts are usually referring to the objective of attaining synergy in the operations of the two airlines. The merger would allow the two to easily adapt the technological changes and hence it provides an […]
  • Nokia and Canon: Company Mergers Review Although the form selected to unite two entities is extremely important to both parties of the transaction, companies are not primarily concerned here with tax, legal, and accounting considerations that are involved in a decision […]
  • Change Management in Delta-Northwest Merger Pilot unions from both airlines are proving to be the harshest critics of the merger, meaning that respective management should do an extra job of convincing the pilots to embark on supporting the merger.
  • Mergers & Acquisitions Effects in Business Ventures Merger combining two companies as one and Acquisition the takeover of one company by another has been one of the major vehicles in the transformation of a key set of economic activities that stand at […]
  • Airline Mergers in Today’s Legal Environment Shareholders of the companies involved in M&A have to be assured of the creation of value in their investments. The FTC, therefore, exists to cater to the interests of the above-mentioned stakeholders.
  • Mergers and Acquisitions in the Automotive Industry In merging, the two companies aimed to create a company with a global presence and to bring the strengths that each company had to the global automobiles market.
  • Financial Decisions at the Merger of Lester Electronics and Shang-Wa The fact is that the balance between profitability and growth will be set up in the case of the company’s investment capital allocation to value-added planning. It is necessary to outline the principle challenges that […]
  • The Inbev – Anheuser Busch Merger: A Study in US Political and Business Practices In the backdrop of the strict federal and state legislation for controlling the manufacture, sale, and distribution of beer in the US markets, the company Inbev needed to tailor its business strategy so that its […]
  • International Mergers and Acquisitions: Highs & Lows Market condition indicate that BHP Billiton’s decision to back out of the take over of Rio Tinto was a good decision as if it had followed through the company would have to sell some parts […]
  • Merger Between InterClean and Environ Tech: Memo This is due to the fact that the employees will demand a comprehensive knowledge of the direction that the organization is taking.
  • Microsoft-Yahoo Merger Review The only positive impact would be as a result of competition that their merger would give to Google that would increase the value of their shares.
  • Merger and Acquisition Scenarios: Barnes & Noble, Inc. The merging and acquisition practices, which are generally practiced in business are regarded to be the inevitable processes of the development of companies, and the matters of improving the business performance, as merges of the […]
  • Mergers, Acquisitions and Corporate Restructurings The board of directors of the operating firm gets to be dissolved and replaced by general partners of the PEFs who have a stake in the success of the firm.
  • Case of Westpac Bank & St. George Bank Merger The merger of the Westpac bank that is the member of the “Big Four” in Australia and the simple regional bank St.
  • Merger & Acquisition in the Public Service Commission Merger of banks was announced in the year of 2007 and the merge was between the world’s second and fourth bank which is the largest bank in the middle east.
  • Merger and Acquistion: Terms Definition The kind of merger that existed between Interclean and EnviroTech was a Horizontal merger because Interclean Company and EnviroTech were two separate companies which offered the same products and served the same market.
  • Market Exit Strategies: IPOs and M&A In the last twenty years the researchers of management and finance have arrived to an immense perception with regard to the function of venture capitalists in the formation of new organizations, the formation and control […]
  • Southwest Airlines and AirTran Airways Merger Analysis
  • Mergers & Acquisitions: Mexichem and Dutch Peer
  • Leadership Theories & Styles During Company Merger
  • “A Merger in the Milk Industry” by Yaffe-Bellany
  • Airline Mergers and the Case Between BMI and Lufthansa
  • Mergers and Acquisitions in the Cellular Industry
  • A Behavioral Finance Perspective on Corporate Mergers and Takeovers
  • The Aspects of Culture During Mergers of the Firms
  • Merger Bids by Kraft and Changes in Price on Key Dates
  • Mergers and Acquisitions in the Current Market Economies
  • Hospital Merger: Situation Analysis
  • Mergers: Merger Process Issues
  • Key Financial Drivers That May Cause Health Care Organizations to Merge
  • The Merger between Alcatel SA and Lucent Technologies
  • Cultural Strategies: Causes of Failure in Mergers
  • The Kraft – Cadbury Takeover and the Glencore-Xstrata Merger
  • International Airlines Group Rationale for Proposing Mergers
  • Merger and Acquisition: Starbucks and Peets Coffee
  • International Business Law: Mergers and Acquisitions
  • Mergers & Acquisitions: Discounted Cash Flow Methods
  • Several Mergers of Large Firms within Oligopolies
  • Utah Symphony and Utah Opera Merger Proposal
  • Dell & EMC Corporation Merger and Acquisition
  • The Arizona Children Association and CiteHealth: The Merger Project
  • Emirates and Qantas Airlines Merger Analysis
  • EU Law: Mergers and Acquisitions Need Further Reform
  • Justice Department Seeks to Enjoin Merger Between WorldCom and Sprint Corporation
  • Mergers & Acquisitions for Society and Governance
  • Ecolab: Culture Merger Analysis
  • The Takeovers, Mergers, and Acquisitions Articles
  • Union UK Ltd.’s Merger With HK Carz
  • Merger and Acquisition Communication
  • Discussion: Merger and Acquisition
  • The Adidas and Patagonia Merger Analysis
  • Impacts of Mergers on Employees
  • Understanding and Addressing the Reactions of Peripheral Employees to Mergers
  • Chicago (A-D)
  • Chicago (N-B)

IvyPanda. (2023, September 20). 172 Merger Essay Topic Ideas & Examples. https://ivypanda.com/essays/topic/merger-essay-topics/

"172 Merger Essay Topic Ideas & Examples." IvyPanda , 20 Sept. 2023, ivypanda.com/essays/topic/merger-essay-topics/.

IvyPanda . (2023) '172 Merger Essay Topic Ideas & Examples'. 20 September.

IvyPanda . 2023. "172 Merger Essay Topic Ideas & Examples." September 20, 2023. https://ivypanda.com/essays/topic/merger-essay-topics/.

1. IvyPanda . "172 Merger Essay Topic Ideas & Examples." September 20, 2023. https://ivypanda.com/essays/topic/merger-essay-topics/.

Bibliography

IvyPanda . "172 Merger Essay Topic Ideas & Examples." September 20, 2023. https://ivypanda.com/essays/topic/merger-essay-topics/.

  • Antitrust Law Research Topics
  • Monopoly Essay Topics
  • Acquisition Essay Ideas
  • Business Structure Titles
  • Managerial Accounting Research Ideas
  • Joint Venture Essay Topics
  • Bureaucracy Paper Topics
  • Franchising Essay Topics
  • Globalization Essay Topics
  • World Trade Organization Questions
  • Contract Law Research Ideas
  • Negotiation Questions
  • Cross-Cultural Management Research Topics
  • Public-Private Partnerships Questions
  • Intercultural Communication Questions

More From Forbes

Middle managers will make or break your merger or acquisition.

  • Share to Facebook
  • Share to Twitter
  • Share to Linkedin

Middle managers role in managing up, down and sideways can be crucial to deal success.

Middle managers are the Rodney Dangerfield of business. They get no respect. Despite the critical role middle managers play in translating leadership’s goals into plans frontline workers can understand, they are rarely involved in early strategy discussions. The tendency to exclude middle managers from the goal setting is particularly dangerous in mergers and acquisitions, where translating a deal’s vision into actionable steps is critical to execution. When we recognize the value of involving middle managers in deal due diligence, perhaps we will finally make their early inclusion a common practice for M&A.

Why Middle Managers Are Rarely Included In Due Diligence

Middle managers not included in deal strategy for fear of information being leaked, undermining the ... [+] deal closing

Common reasons for excluding middle managers early in the deal are legal compliance requirements and confidentiality concerns. The belief being the more people who know a deal is in motion, the greater possibility leaks will undermine the deal closing. Equally concerning is that key talent will leave as they may worry about their future post-deal.

Leadership hubris can also factor as a deterrent for including middle managers during due diligence. Executives may believe they know what’s necessary to guide the deal-making and post-acquisition integration. They may see middle managers as less important to a deal’s success or failure. This is the equivalent of a commanding officer devising a battle plan without consulting leaders on the front lines. You are going into battle without knowing what is critical for success on the ground.

Best High-Yield Savings Accounts Of 2024

Best 5% interest savings accounts of 2024.

How Can We Include Middle Managers Without Jeopardizing The Deal?

One successful approach is to create a “clean room”, modified for middle managers. Clean rooms are M&A data repositories (either virtual or physical), where organizational data and confidential information is collected and shared. Creating a modified clean room where select middle managers under NDA share, access, and analyze information, can provide valuable insights into the operational realities of the deal’s vision.

The director of pricing for a telecommunications company being acquired told me during our interview, his experience of being invited to a clean room. He was a subject matter expert on the company’s pricing standards and was invited to analyze the data and share his perspective. His early contributions and insights revealed potential post-acquisition hurdles that were incorporated into the deal strategy, saving the company significant time, money, and frustration post-deal.

Companies who’ve experienced post-deal success recognize the value of involving middle managers during deal due diligence. Laura Kellers Queen, CEO of 29Bison and author of People Economics: Defining and Measuring the True Value of Human Capital, shared in her book the significant upside of involving middle managers in due diligence. Working with a client acquiring a single manufacturing facility being carved off from a big global corporation, her team was tasked by Jim Coy, former Chief Integration Officer, G&W Laboratories, with identifying essential employees to the business and determining how to retain them.

“Many employees who were part of the acquisition were being offered competing roles with the parent company,” Queen shared with me. “At Coy’s request, we wanted to ensure we were making the right people-decisions as employee retention was a significant concern.”

Queen’s team met with team leads, supervisors, managers, and directors. What her team learned was revelatory.

Identifying the essential employees required asking questions of the people doing the work.

“While none of the middle managers identified themselves as critical to the business’ success, who they did identify as critical were the mechanics and maintenance technicians. These technicians supported machines more than thirty years old. If a machine broke down, there were no providers for factory repairs and few options for aftermarket parts. The technicians had cobbled together machining equipment, built relationships with local sheet metal vendors, and taught themselves how to make spare parts to maintain the equipment,” revealed Queen.

These technicians had been on the initial list of possibly expendable employees. Their value was revealed through conversations with middle managers during due diligence.

By including middle managers earlier in deal deliberations, companies can improve their chances of success and create more value from the deal. Middle managers are not only drivers of the business, but key to unlocking its potential. They serve as a vital connection between senior leaders and frontline employees, facilitating daily communication and engagement.

The inclusion of middle managers in due diligence contributes to deal success in three powerful ways:

1. Pressure-Testing Deal Synergy Assumptions And Execution Plans

Middle managers possess the knowledge and understanding of day-to-day operations that many senior executives or corporate development leaders lack. Early involvement of middle managers’ provide a reality check on deal objectives, strategies, and metrics outlined by senior management. Their insights, rooted in their understanding of daily operations, enrich and inform the execution plans.

Over 60% of corporate leaders responded that a lack of engagement of middle managers can create major obstacles to strategy implementation, according to the Economist Intelligence Unit’s global survey of 500 business leaders in 2017. Early engagement with middle managers not only refines strategies but also fosters their buy-in, essential for post-deal integration success.

2. Translating Deal Vision Into Effective Communications And Action Plans:

Translation of a deal vision into common language typically falls to middle managers.

Middle managers are the lynchpin in translating a deal’s vision into meaningful communications for frontline workers. Yet when they haven’t been included in developing the message, middle managers can struggle to explain the deal rationale. Their difficulty in communicating the vision can hamper the team’s ability to execute and may undermine the middle manager’s confidence as a leader.

During our interview, M&A Human Capital advisor Mark Walztoni shared the example of a large steel company that assigned middle managers with key communication roles and responsibilities to help the integration of multiple acquired companies. “Middle managers are in the strongest position to translate the deal into terms teams can embrace and act on,” Walztoni shared. “Enlisting managers to preview planned messages for clarity was critical to buy-in. Then providing a channel by which they could ask questions of the leadership team created an invaluable feedback loop and strengthened the communications.”

3. Positive Influence On Employee Engagement And Company Culture:

“Culture is caught, not taught”, added Walztoni, and employees catch culture from their managers. The leaders with the greatest influence on employee satisfaction (or dissatisfaction) and a significant impact on company culture are middle managers. Line and staff workers look to their supervisors on issues of psychological safety, job security, career opportunity and workplace climate.

Given that poor cultural fit is consistently listed as a top reason for M&A failure, why not enlist those leaders with the greatest influence on cultural adaptation? For company cultures to integrate successfully, middle managers benefit from being looped in earlier to begin fostering that cultural assimilation on day one.

Engaging middle managers early can set your deal up for success.

Improving deal-making outcomes and historically dismal post-acquisition statistics requires companies recognize the critical role middle managers play. By including them in due diligence, companies can leverage managers' in-depth knowledge of operations, maintain team morale and retention, enhance cultural integration, and drive innovation and growth. Actively enlisting managers in the early strategy phases of deal planning may be the key to improving the success rate of mergers and acquisitions once and for all.

Jennifer J Fondrevay

  • Editorial Standards
  • Reprints & Permissions
  • Bibliography
  • More Referencing guides Blog Automated transliteration Relevant bibliographies by topics
  • Automated transliteration
  • Relevant bibliographies by topics
  • Referencing guides

Dissertations / Theses on the topic 'Mergers and acquisition'

Create a spot-on reference in apa, mla, chicago, harvard, and other styles.

Select a source type:

  • Journal article
  • Video (online)
  • All types...
  • Archival document
  • Book chapter
  • Complete reference
  • Conference paper
  • Copyright certificate
  • Dictionary entry
  • Dissertation / Thesis
  • Encyclopedia
  • Encyclopedia article
  • Extended abstract of dissertation
  • Newspaper article
  • Press release
  • Religious text
  • Social media post

Consult the top 50 dissertations / theses for your research on the topic 'Mergers and acquisition.'

Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.

You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.

Browse dissertations / theses on a wide variety of disciplines and organise your bibliography correctly.

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/.

Engelhardt, Jens. "Performance Measurement of Acquisitions and Acquisition Series." St. Gallen, 2006. http://www.biblio.unisg.ch/org/biblio/edoc.nsf/wwwDisplayIdentifier/02606911002/$FILE/02606911002.pdf.

Li, Xi. "Mergers and acquisitions : takeover efficiency, social connection and acquisition performance." Thesis, Durham University, 2018. http://etheses.dur.ac.uk/12460/.

Bi, Xiao Gang. "Stock market driven acquisitions : evidence fro UK mergers and acquisition market." Thesis, University of Exeter, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.479414.

Lai, Shaojie. "Two Essays on Mergers and Acquisitions." Kent State University / OhioLINK, 2018. http://rave.ohiolink.edu/etdc/view?acc_num=kent1522771083410377.

SOARES, FABIO MAIA. "MERGERS AND ACQUISITION: MODELING THE PROCESS ANALYSIS." PONTIFÍCIA UNIVERSIDADE CATÓLICA DO RIO DE JANEIRO, 2005. http://www.maxwell.vrac.puc-rio.br/Busca_etds.php?strSecao=resultado&nrSeq=7341@1.

Fung, Kam-yiu Tommy. "Mergers & acquisitions : management issues and strategic implications in it organization : case study of acquisition of Midland Bank by Hongkong Bank /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B17956778.

Säisä, Johan, and Daniela Ragnås. "The Infrastructure for Cultural Adoption: An Investigation in the Field of Mergers and Acquisitions." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-123807.

Eliasson, Sofie. "Synergies in Mergers and Acquisitions : A Qualitative Study of Technical Trading Companies." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-17881.

Zhu, Jing. "Impact of mergers and acquisition on supply chain performance." Thesis, McGill University, 2012. http://digitool.Library.McGill.CA:80/R/?func=dbin-jump-full&object_id=107642.

Simonova, Olga. "Brand Portfolio Strategy for Mergers and Acquisitions." Master's thesis, Vysoká škola ekonomická v Praze, 2014. http://www.nusl.cz/ntk/nusl-194156.

Owen, Sian. "An empirical investigation of recent acquisition activity in the UK." Thesis, Brunel University, 1997. http://bura.brunel.ac.uk/handle/2438/5324.

Hulthén, Andreas, and Kim Selguson. "Mergers and acquisitions : The road to success." Thesis, Linköping University, Department of Management and Economics, 2003. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-2039.

Background: The most common reason to mergers and acquisitions is to generate synergies. Synergies emerge when two collaborating companies show a better result together than they would have done separately. Even though mergers and acquisitions have taken place since the beginning of the 17th century many of them still fail to succeed. There are many reasons why. Despite the fact that the reasons of failure have been known for a long time, new waves of mergers and acquisitions still appear.

Purpose: The purpose of the thesis is to contribute with knowledge about what should be given priority, in the merger and acquisition process, to generate synergies and thereby create shareholder value. This is achieved by investigating mergers and acquisitions in Sweden during the period 1996-2001.

Method: The thesis includes both quantitative and qualitative research. The quantitative research is calculations made to decide each company’s performances compared to index and the qualitative research is interviews made with representatives from the companies.

Result: There are no superior methods that can guarantee success, however there are certain aspects that always should be given priority. According our research those are among others: thorough due diligence, creating a committee of integration in order to keep focus on core business.

Öberg, Christina. "The Importance of Customers in Mergers and Acquisitions." Doctoral thesis, Linköpings universitet, Industriell marknadsföring och industriell ekonomi, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-11933.

Gonçalves, Raquel Filipa de Jesus. "Acquisition of Carrefour-Portugal by Sonae Distribuição." Master's thesis, NSBE - UNL, 2009. http://hdl.handle.net/10362/9640.

Pham, Hong Y., and Karol Duda. "Human and Culture integration in Mergers & Acquisitions : A study of Andersen acquisition by KPMG in Vietnam." Thesis, Mälardalen University, School of Sustainable Development of Society and Technology, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-6458.

Date             29 May 2009Program        International Business and Entrepreneurship (IB&E)Course          Master Thesis (EFO705).Authors         Karol Duda, 851010 – T317                    Hong Y Pham, 841117 - T153Tutor             Love BörjessonTitle              Human and Culture integration in Mergers & Acquisitions: A study of Andersen acquisition by KPMG in Vietnam.Research problem: What did KPMG Vietnam do to integrate organizational culture and human resource of Andersen during and after its acquisition in 2002?Purpose         The aim of this research was to focus on culture and human resource dimensions by investigating the case KPMG acquired Andersen in Vietnam in 2002.Method          The conducted methodological stance in this report is interpretive research. The qualitative method has also been utilized. This research has mostly based on primary data in which semi-structured interviews and questionnaires were implemented to collect empirical data related to Andersen Vietnam acquisition. Secondary data from books, journals, websites etc has also been gathered.Conclusion     Although KPMG did not employ every tool suggested by researchers, it was proven to perform fair or good in culture integration dimension

Andersson, Maria, and de la Rosa Maja Karlsson. "Realizing synergies in mergers and acquisitions : A case study of WM-data’s acquisition of Atos Origin Nordic." Thesis, Uppsala University, Department of Business Studies, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-9026.

The focus of this thesis is the determinants for synergy realization in a merger or an acquisition. The objective is to describe the actions taken by our case company and relate these to the most important factors in realizing synergies in the new entity. We have chosen to study WM-data; a company widely experienced with merger and acquisition events, which during the last two years have conducted two lager acquisitions with subsequent integrations. Our focus has been last year’s acquisition of Atos Origin Nordic. The data about the event was gathered through interviews with key individuals involved in the acquisition and integration, through a questionnaire distributed amongst a group of employees and through studying published and internal documents covering the event. The model that is used relates combination potential, organizational integration, employee resistance and previous experience to synergy realization. The combination potential is affected by the strategic similarities and complementarities found in the combining companies, both which was found in our case company. Organizational integration is best conducted with a co-competence approach, i.e. a high level of integration through a fast and positive process. Also in this area our case company acted in a way that facilitates synergy realization. High employee resistance can reduce the potential for synergy realization. Actions in the areas of communication, culture and career can reduce resistance. Even if our case company used many of the techniques recommended, some employees still had a negative attitude towards the acquisition. Even more emphasis could have been put on communication about the event and forthcoming career implications. Experience of previous mergers and acquisitions activities can facilitate synergy realization if the combination is taking place in a similar industry setting. Our case company successfully recycled a lot of knowledge from a prior acquisition event, conducted by the Finnish subsidiary. In whole, the case study in this thesis represents a good example of how a company could act to realize synergies in a merger or acquisition. So far, most cost synergies relate to the combination of similar operations. Surprisingly, reducing costs through lay-offs was the primary method to achieve the expected savings. However, this event is still in an early phase, we expect more synergies from the combination to be realized in the future. Key words: mergers and acquisitions, case study, synergy realization, combination potential, organizational integration, employee resistance, M&A experience.

Glazar-Stavnicky, Monika. "Organizational and Systems Factors Leading to Systems Integration Success after Merger and Acquisition." Cleveland State University / OhioLINK, 2016. http://rave.ohiolink.edu/etdc/view?acc_num=csu1472689356.

Maloney, Brendan. "Mergers and Acquisitions: : Their impact on technological performance." Thesis, University of Kalmar, Baltic Business School, 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hik:diva-121.

This Thesis examines the impact of mergers and acquisitions (M&As) on the subsequent technological performance of the related firms. The investigated firms are selected according to their strategic choice which consists in seeing M&As as a shortcut for acquiring technological assets and capabilities and therefore the subsequent technological performance. The relatedness issue as well as the resource-based view of the firm are theoretical hints, which effectiveness on technological performance is discussed. A more managerial approach using case studies is also used in order to demonstrate a new organisational form of cooperation, derived from strategic alliances and M&As. With the help of the Renault-Nissan Alliance it is argued that this hybrid form presents many capacities for developing a successful integration process, and subsequently enhancing technological performance.

Hrouda, Jiří. "Leveraged acquisition finance." Master's thesis, Vysoká škola ekonomická v Praze, 2010. http://www.nusl.cz/ntk/nusl-74068.

Lyckhult, Maria, and Sabina Olsson. "Fight Global Assimilation! Cultural Clashes in Cross-National Mergers and Acquisitions." Thesis, Jönköping University, JIBS, EMM (Entrepreneurship, Marketing, Management), 2006. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-452.

Cross-national merger and acquisition (M&A) activity is common and is argued to be a strategic tool for the growth of multinational corporations. Yet, M&A activity has a high failure rate which theorists have explained being due to cultural clashes. Previous research has explained these clashes being due to cultural distance. Other studies have focused on the extent to which the firms are culturally integrated and its relation to cultural clashes. In this study we investigate the relation between cultural distance and the extent to which the firms are culturally integrated as we believe that this relation in turn influences how cultural clashes are perceived by managers.

As the human side of M&A has become of great interest within research we stress the importance of understanding what happens with managers in the organization during the post-acquisition process. The purpose of this thesis is therefore to investigate the managers’ perception of cultural clashes, in relation to the perceived extent of cultural integration and perceived cultural distance, in cross-national mergers and acquisitions.

In order to achieve an in-depth understanding of a series of cross-national M&As and to answer the purpose of this thesis, a qualitative case study design was used. Semistandardized interviews were made with ten managers from a Swedish firm that has gone through a series of cross-national M&As involving Swiss, French and German managements.

The findings show that managers’ perception of cultural clashes differs depending on to what extent two firms are culturally integrated and in relation to the cultural distance between the two firms. No matter if high or low cultural distance managers perceive few cul-tural clashes if the extent to which the firms are integrated is low. If the cultural integration, on the other hand, is high and the cultural distance is high, the cultural clashes are perceived as many. Our findings indicate that cultural clashes are perceived differently depend-ing on how they affect the managerial role and the organizational behaviour. We refer to these clashes as implicit agreements and explicit statements. Clashes in implicit agreements are evolved from behaviour deeply rooted in national culture and corporate culture. These clashes have minor effects on the managerial role and the organizational behaviour. Never-theless, managers need to be aware of the differences and adapt to the preferred behaviour when interacting with the acquiring firm’s management. Explicit statements, on the other hand, affect the managerial role and organizational behaviour and lead to cultural clashes that conduce to frustration, lack of motivation and inefficiency. These clashes are more ap-parent when the extent of culturally integration is high. Therefore, the acquiring firm should not attempt to assimilate its target company in cross-national M&As.

Nene, Siphamandla Ebehardt. "The impact of mergers and acquisitions on unemployment in South Africa." Diss., University of Pretoria, 2012. http://hdl.handle.net/2263/23723.

王鳳馨 and Fung-hing Wong. "An HR perspective on mergers & acquisition: an AT & T case study." Thesis, The University of Hong Kong (Pokfulam, Hong Kong), 1996. http://hub.hku.hk/bib/B31267749.

Wong, Fung-hing. "An HR perspective on mergers & acquisition : an AT & T case study /." Hong Kong : University of Hong Kong, 1996. http://sunzi.lib.hku.hk/hkuto/record.jsp?B18003035.

Liu, Chaoyun. "The Compatibility of National Culture in International Mergers and Acquisitions." ScholarWorks@UNO, 2012. http://scholarworks.uno.edu/honors_theses/27.

Ren, Lijuan S. M. Massachusetts Institute of Technology. "The role of product management in the success of mergers and acquisitions : analyzing Eaton's 2008 Phoenixtec Power Company Ltd. acquisition." Thesis, Massachusetts Institute of Technology, 2013. http://hdl.handle.net/1721.1/80689.

Evran, Mehmet. "The influence of acquisition experience and post-acquisition strategies on the performance of emerging market acquirers : empirical evidence from Turkey." Thesis, Queen Mary, University of London, 2014. http://qmro.qmul.ac.uk/xmlui/handle/123456789/8039.

Masopustová, Tereza. "Analýza fúzí a akvizic v českém finančním prostoru a vyhodnocení jejich efektů." Master's thesis, Vysoká škola ekonomická v Praze, 2011. http://www.nusl.cz/ntk/nusl-116403.

Antypas, Nikoloas. "Essays on mergers and acquisitions : acquisition target prediction, CEO deal experience on deal performance, and value creation on a massive scale." Thesis, University of Reading, 2016. http://centaur.reading.ac.uk/68937/.

Pasiouras, Fotios. "Development of bank acquisition targets prediction models." Thesis, Coventry University, 2005. http://curve.coventry.ac.uk/open/items/ecf1b00d-da92-9bd2-5b02-fa4fab8afb0c/1.

Fong, Dominic. "The role of the psychological contract in affecting employee behaviour under the influence of merger and acquisition: a study of local regional managers in Hong Kong." Thesis, Curtin University, 2009. http://hdl.handle.net/20.500.11937/793.

Shabrova, Elena, and Bolaños Juan Manuel Figueroa. "Corporate Governance and Turnaround: Lessons for International Acquisitions of Distressed Firms : The case of Krenholm, Estonian textile manufacturer." Thesis, Linköpings universitet, Företagsekonomi, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-89936.

Kachlík, Brian. "Empirická analýza rysů akvírovaných podniků." Master's thesis, Vysoká škola ekonomická v Praze, 2013. http://www.nusl.cz/ntk/nusl-192925.

Fredriksson, Jens, and Ulrik Weidman. "Understanding how to handle the acquisition process : a case study of ITAB Shop Concept AB." Thesis, Internationella Handelshögskolan, Högskolan i Jönköping, IHH, Företagsekonomi, 2014. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-23884.

Gomes, Mathieu. "Corporate social responsibility and capital markets : evidence from mergers and acquisitions." Thesis, Université Clermont Auvergne‎ (2017-2020), 2017. http://www.theses.fr/2017CLFAD020.

Thom, Marcel. "Deal shaping in merger-and-acquisition negotiations : an exploration of organizational learning /." [S.l. : s.n.], 2003. http://www.gbv.de/dms/zbw/373230435.pdf.

Lang, Michelle R. "Strategies to Foster Employee Engagement Before, During, and After Organizational Mergers." ScholarWorks, 2019. https://scholarworks.waldenu.edu/dissertations/7690.

Vásquez, Davila Gabriela Fernanda, and Orquera Virginia Rosales. "The link between Soft Methods and Mergers and Acquisitions : An exploratory study of the application of soft methods during Company Z acquisition process." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet (USBE), 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-52144.

Al-Mwalla, Mona Mamdouh. "The use of financial ratios to predict acquisition targets a study of UK mergers 1980-1986 /." Thesis, Connect to e-thesis, 1992. http://theses.gla.ac.uk/676/.

Carvajal, Moreno Angela Rocio. "Dual Trading and Conflicts of Interest of Stock Exchange Intermediaries : evidence from Mergers and Acquisitions." Thesis, Toulouse 1, 2020. http://www.theses.fr/2020TOU10045.

Minshall, Timothy Herbert Warren. "Japanese innovation strategy and the acquisition of UK information technology firms." Thesis, University of Cambridge, 1997. https://www.repository.cam.ac.uk/handle/1810/269704.

Adel, Nour. "Evaluating and analyzing firms' investment decisions : a study of UK domestic and cross-border acquisitions." Thesis, Brunel University, 2011. http://bura.brunel.ac.uk/handle/2438/5298.

Hoang, Thuy Vu Nga, and Kamolrat Lapumnuaypon. "Critical Success Factors in Merger & Acquisition Projects : A study from the perspectives of advisory firms." Thesis, Umeå University, Umeå School of Business, 2008. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-1504.

Mergers and acquisitions (M&A) in the corporate world are achieving increasing importance and attention especially in the advent of intense globalization. This is evident from the magnitude and growth of deal values and resultant ‘mega-mergers’ transacted in recent times. As expert advisory are sought in M&A activities to facilitate the undertaking and maximise the value of the transaction, advisory firms begin to play a more significant and at the same time lucrative role in M&A activities, to the extent of determining the outcome of such projects. Being an area of limited research, it is thus valuable to investigate what M&A advisory firms view as critical success factors to the projects they undertake. Consequently, the research question of “What are the critical success factors for merger & acquisition projects in the view of merger & acquisition advisory firms” has been raised. A list of ten critical success factors for M&A projects is firstly identified from an extensive literature review. These factors are (1) Complete and Clear objectives, goals and scope of the project, (2) Client consultation and acceptance, (3) Project manager’s competence and commitment, (4) Project team member’s competence and commitment, (5) Communication and information sharing and exchange, (6) Project plan development, (7) M&A advisory firm’s resource planning, (8) Time management and tight secrecy, (9) Price evaluation and financing scheme, and (10) Risk management.

In an attempt to explore the importance of each factor in the practical context, data have been collected through three research methods. Primarily, the authors conduct a semi-structured interview with six interviewees currently working in three organizations which provide professional services related to M&A projects. Meanwhile, a self-completion questionnaire method is employed, following which a sample of 325 M&A advisory firms based in the U.S. is selected to participate in an online survey. In addition, the authors follow a case study approach based on the three organizations of the six interviewees in order to establish comprehensive knowledge about issues relating to M&A projects.

In response to the research question, the findings strongly indicate that seven out of ten factors in the original list have a positive impact, being the factors listed above as (1), (2), (3), (4), (5), (8), and (9). On the other hand, it revealed the lesser importance of the other three. In addition, three new factors have been discovered from analyzing the data collected, being (i) Having a number of key potential buyers with suitable profile (ii) Right, correct and complete information and data in the data room, and (iii) The quality of the selling company. While as another outcome of this research, further practical insights have been provided regarding the role of M&A advisory firms, the M&A process, common issues faced by M&A projects and the success criteria for M&A projects.

The findings from this research contribute valuable new knowledge to both researchers and practitioners in both project management and M&A fields, while facilitating the achievement of successful M&A projects.

Ewald, Klara, and Philip Wredberg. "Multicultural teams’ post acquisition : Challenges for employees and managers." Thesis, Jönköping University, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:hj:diva-53100.

Kajerdt, Johan, and Andreas Rydberg. "Betting on the jockey rather than the horse : a study on the determinants of mergers of SPAC IPOs." Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-433975.

Alhenawi, Yasser. "Essay on the Persistence of Corporate Diversification Discount after Merger and Acquisition Transactions and Essay on the Capital Structure Properties of Real Estate Investment Trusts (REITs)." ScholarWorks@UNO, 2010. http://scholarworks.uno.edu/td/107.

Fong, Dominic. "The role of the psychological contract in affecting employee behaviour under the influence of merger and acquisition: a study of local regional managers in Hong Kong." Curtin University of Technology, Graduate School of Business, Curtin Business School, 2009. http://espace.library.curtin.edu.au:80/R/?func=dbin-jump-full&object_id=128355.

Nupponen, Pertti. "Post-acquisition performance : combination, management, and performance measurement in horizontal integration /." [Helsinki] : Helsinki School of Economics and Business Administration, 1995. http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&doc_number=007078756&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA.

Deshmukh, Rani. "Mergers and acquisition – post merger IT integration." Thesis, 2012. http://hdl.handle.net/2152/ETD-UT-2012-05-5303.

Carmelino, José Diogo Leal. "BlackBerry’s acquisition by Samsung : mergers & acquisitions." Master's thesis, 2015. http://hdl.handle.net/10400.14/18789.

IMAGES

  1. Research Handbook on Mergers and Acquisitions

    mergers and acquisitions research topics

  2. (PDF) Mergers and Acquisitions: A Complete and Updated Overview

    mergers and acquisitions research topics

  3. (PDF) The Handbook of Mergers and Acquisitions

    mergers and acquisitions research topics

  4. Advanced Mergers and Acquisitions Topics

    mergers and acquisitions research topics

  5. (PDF) Mergers and acquisitions: A synthesis of theories and directions

    mergers and acquisitions research topics

  6. [PDF] Mergers and Acquisitions: Impact of Mergers and Acquisitions

    mergers and acquisitions research topics

VIDEO

  1. Mergers and Acquisitions Demo

COMMENTS

  1. Mergers and acquisitions

    Mergers and acquisitions Follow this topic Related Topics: Strategy Corporate strategy Business models Global strategy Growth strategy See All Topics Popular From the Store For You...

  2. Mergers & Acquisitions: Articles, Research, & Case Studies on Mergers

    Mergers and Acquisitions New research on mergers and acquisitions from Harvard Business School faculty on issues including M&A strategy, when retention bonuses are worth the investment, and what happens when small iconic brands associated with social values are acquired by large companies. Page 1 of 13 Results 29 Nov 2022 Research & Ideas

  3. (PDF) Mergers and Acquisitions: A Research Overview

    Mergers and Acquisitions: A Research Overview Authors: David R King Florida State University Abstract The process of identifying and evaluating a target firm, completing a deal after its...

  4. M&A Insights

    Article The importance of cultural integration in M&A: The path to success February 1, 2024 - Culture management is a vital aspect of integrations during mergers and acquisitions and, with the right measures, cultural alignment can drive vastly improved returns. Article When a transaction forges a transformation December 1, 2023 -

  5. Research: How Management Practices Impact M&A Outcomes

    Research: How Management Practices Impact M&A Outcomes by John Bai, Wang Jin, and Matthew Serfling November 02, 2021 Illustration by Mark Harris; PM Images/Getty Images Summary. How do a firm's...

  6. Merger & Acquisitions (M&As) as an important strategic vehicle in

    In this respect, explained that many M&A are taken place particularly due to IT and Fin-tech reasons; and acquirers with prior technological linkage to their target firms produce more patents and thereby additive value at post-M&A in the global market.

  7. What Mergers and Acquisitions Research is about

    PDF | On Jan 1, 2020, Marc Eulerich and others published What Mergers and Acquisitions Research is about - Theories, Topics, and the Scientific Community | Find, read and cite all the research ...

  8. 21082 PDFs

    Abu Khalil Khalil Abu Saleem Mr Ahmad Al-Issa Explore the latest full-text research PDFs, articles, conference papers, preprints and more on MERGERS AND ACQUISITIONS. Find methods information,...

  9. Mergers and acquisitions

    Sainsbury's and Asda merger: it's all about market share. Naaguesh Appadu, City, University of London. Facing stiff competition, the obvious solution is for Sainsbury's and Asda to grow ...

  10. The Impact of Merger and Acquisition on Value Creation: An ...

    1 Introduction In the early 20th century, a multitude of waves of strategic mergers and acquisitions (M&A) resulted in significant restructuring of industries all over the world, and this has led to the attention of policymakers and scholars towards different disciplines (Bertrand and Betschinger 2012 ).

  11. The state of case study approach in mergers and acquisitions literature

    1. Introduction. Drawing on the research perspectives and approaches in management discipline, we define the academic research as a 'regular activity that is performed by a scholar or group of scholars in the given field and interest, which is aimed at studying people, organizations and environment for knowing prospects, performance and problems of business enterprises, analyzing past events ...

  12. Perspectives on Mergers and Acquisitions Research

    1. Strategic Management: Remember that mergers and acquisitions are concepts under the general business management discipline. Nonetheless, using a strategic management perspective, relevant studies examine the motivations and drivers of mergers and acquisitions, as well as the implications and consequences on business performance. 2.

  13. Mergers and Acquisitions Research

    Abstract. Mergers and acquisitions (M&A) remain a popular vehicle for organizational development to ensure future competitiveness. However, despite the extensive body of research in recent decades, significant gaps can be observed between the understanding of the phenomenon M&A in the literature and the importance of M&A activities in practice.

  14. Cross-Border Mergers and Acquisitions

    Cross-Border Mergers and Acquisitions. Isil Erel, Yeejin Jang & Michael S. Weisbach. Working Paper 30597. DOI 10.3386/w30597. Issue Date October 2022. One of the most consequential events in any firm's lifetime is a major acquisition. Because of their importance, mergers and acquisitions (M&As) have been an enormous area of research.

  15. Research: Innovation Suffers When Drug Companies Merge

    Read more on Mergers and acquisitions or related topics R&D, Government policy and regulation and Pharmaceutical industry JH Justus Haucap is the director of the Düsseldorf Institute for ...

  16. Mergers and acquisitions (M&As) worldwide

    Global overview. Largest merger and acquisition (M&A) transactions worldwide as of December 2022 (in billion U.S. dollars) Largest merger and acquisition (M&A) transactions completed worldwide in ...

  17. Mergers and acquisitions (M&As) in the U.S.

    Value of merger and acquisition (M&A) deals worldwide from 2017 to 2022, by region (in billion U.S. dollars) Premium Statistic Global number of merger and acquisition deals 2017-2022, by region

  18. PDF What Mergers and Acquisitions Research is about { Theories, Topics, and

    1 Introduction Mergers and Acquisitions (M&A)1 are still a popular way for companies to diversify, to grow, and to enter new markets. Although research about M&A has a long tradition in economics ...

  19. Hot Topics in Mergers & Acquisitions 2023

    Overview What is driving the current market? How has the current M&A market affected strategics and approaches to dealmaking? How should companies be preparing for hostile takeovers?

  20. 172 Merger Essay Topic Ideas & Examples

    19 min Table of Contents 🏆 Best Merger Topic Ideas & Essay Examples Mergers & Acquisitions in the Telecommunication Industry There is a high probability of the two firms involved in a merger and acquisition failing to attain the desired synergy. Monopolies Proposed Mergers

  21. Mergers & Acquisitions (M&A) Definition, Process, and Examples

    Mergers and acquisitions (known collectively as M&A) are transactions that bring together two businesses.The terms mean different things: A merger is usually the combination of two businesses of about equal strength, while an acquisition is the purchase of one company by another—typically a bigger one buying a smaller one.. If you're a shareholder in a company that goes through a merger ...

  22. Middle Managers Will Make Or Break Your Merger Or Acquisition

    His early contributions and insights revealed potential post-acquisition hurdles that were incorporated into the deal strategy, saving the company significant time, money, and frustration post-deal.

  23. Mergers and Acquisitions

    26 answers. Feb 26, 2018. More and more companies merge, creating larger groups. In the process, there is a search for focus - with the consequent sale of companies active in areas not seen as ...

  24. Bank Mergers & Acquisitions: A Self-Assessment Guide

    This guide helps bankers understand the current policies around mergers & acquisitions and prepare for anticipated regulatory changes. ... All Banking Topics Consider launching a Special Purpose Credit Program (SPCP) at your bank. LEARN MORE ... News & Research. News & Research Overview Analysis & Guides Email Bulletins Email Bulletins Back.

  25. PDF Final Year Dissertation on Mergers & Acquisitions in Indian Banking

    I Final Year Dissertation on Mergers & Acquisitions in Indian Banking Sector and their impact on Financial Performance & Shareholder's Wealthof Acquiring Banks Submitted By: Tanu Bains 2K15/MBA/56 Under the Guidance of: Prof. G.C. Maheshwari Professor DELHI SCHOOL OF MANAGEMENT Delhi Technological University Bawana Road, Delhi 110042 2017

  26. Dissertations / Theses: 'Mergers and acquisition'

    Consult the top 50 dissertations / theses for your research on the topic 'Mergers and acquisition.' Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago ...