By Sir Cary L Cooper, Professor of Strategy and Leadership at Tuck School of Business Sydney Finkelstein
"Advances in Mergers and Acquisitions" brings jointly a chain of articles in this subject from teachers world wide with the expressed objective of improving our wisdom of the total M&A method, from strategic research to integration. it's the variety of views particularly that creates a chance to benefit from others, each one article representing an immense piece of the final puzzle, with the final word objective being to spice up our knowing of the determinants, strategy, and effects, of mergers and acquisitions.
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Extra info for Advances in Mergers and Acquisitions, Volume 4 (Advances in Mergers and Acquisitions) (Advances in Mergers and Acquisitions)
Refers to the idiosyncratic character and singularity of these organizations. It would have mitigated any rapprochement possible through the inﬂuence of their industry’s merchant logic. DISCUSSION The analysis of organizations involved in merger acquisitions based on the theory of conventions reveals similarities between the organizations where differences were expected and vice versa. The similarities and differences between the justiﬁcation approaches used by both organizations provide the means for understanding the sources of agreement, tensions, and the emergence of compromises: In this way, rapprochement is possible between organizations who are often in opposition when viewed through only one of their aspects: the industrial process for producing businesses or general interest for administrations (Boltanski & Th´evenot, 1989, p.
Tiegs, R. , Naughton, T. , & Ashford, B. E. (1996). Managers’ reactions to a corporate acquisition: Test of an integrative model. Journal of Organization Behavior, 17, 401–427. Gander, J. P. (1991). Managerial intensity, ﬁrm size and growth. Managerial and Decision Economics, 12, 261–266. Green, M. , & Cromley, R. G. (1984). Merger and acquisition ﬁelds for large United States cities 1955–1970a. Regional Studies, 18, 291–301. , Hinings, C. , & Brown, J. (1994). Merging professional service ﬁrms.
Seth, A. (1990). Sources of value creation in acquisitions. Strategic Management Journal, 11(2), 431–446. Shanley, M. , & Correa, M. E. (1992). Agreement between top management teams and expectations for post acquisition performance. Strategic Management Journal, 13, 245–266. Shrivastava, P. (1986). Post-merger integration. Journal of Business Strategy, 7, 65–76. Simon, H. A. (1960). The new science of management decision. New York: Harper and Row. Sirower, M. (1997). The synergy trap: Free Press.
Advances in Mergers and Acquisitions, Volume 4 (Advances in Mergers and Acquisitions) (Advances in Mergers and Acquisitions) by Sir Cary L Cooper, Professor of Strategy and Leadership at Tuck School of Business Sydney Finkelstein