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The Social Side of Mergers and Acquisitions : Cooperation relationships after mergers and acquisitions
Florian Frensch investigates which individual characteristics of employees and which dyadic factors of relationship partners affect the cooperation between employees of previously separated firms. The author develops an innovative approach for gathering network data with the help of a dynamic computer-based questionnaire which allows him to conduct a full network analysis of a group of approximately 400 employees on the lower operative level of the firms. He shows that structural cooperation requirements and integration measures are powerful means to make employees cooperate after M&A and provides answers to the questions how integration after M&A can be measured, explained and improved.
Reasons for Frequent Failure in Mergers and Acquisitions : A Comprehensive Analysis
Despite the goal of performance improvement, results from mergers and acquisitions (M&A) are often disappointing. Numerous empirical studies show high failure rates of M&A deals. Studies are mostly focused on individual determinants. The literature therefore lacks a more comprehensive framework that includes different perspectives.
German Mergers & Acquisitions in the USA : Transaction management and success
Mergers and acquisitions in the United States of America are a major strategic means for German companies in their pursuit of becoming global players. The significant volume of such cross-border transactions reflects the firms’ expectations of creating value in the world’s most important consumer market.Bernd Wübben analyzes the success of 87 German mergers and acquisitions in the USA during the period from 1990 to 2004. He begins his assessment with a description of various aspects of the current institutional framework applicable to structuring a cross-border acquisition in the USA. Employing a study of the capital markets’ reaction and a survey of acquirers’ executives.
