Alliances to Acquisitions: A Road Map to Advance the Field of Strategic Management

Zakaria, Rimi; Genc, Omer Faruk

doi:10.1108/s1479-361x20170000016001

Cited by 5 publications

(3 citation statements)

References 103 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Second, this study sheds further light on an under-explored phenomenon of M&A deals by examining inter-firm processes and outcomes. It advances a set of conceptually and empirically informed relational predictions in the context of pre-deal phase of M&A research (Parola and Ellis, 2014; Welch et al , 2020; Zakaria and Genc, 2017). Third, by drawing on the institution-based view (North, 1990; Peng, 2002; Peng, Wang, Jiang, 2008; Kumar and Worm, 2004), this study makes it possible to test a novel set of relational assumptions at the intersection of sectoral and contextual factors underlying inter-firm processes.…”

Section: Contributions and Future Researchmentioning

confidence: 99%

“…Second, while M&A research constitutes a lengthy line of studies, explaining the deal processes, and outcomes from a meso perspective using a complex high-stake setting is rare. Despite the long-standing research interest in the pre-deal phase of M&As (i.e., prior to the phase where the acquirer and target settle on a formal agreement to integrate), many important questions about deal-making and deal-completion remain unanswered (Labbas et al , 2018; Parola and Ellis, 2014; Welch et al , 2020; Zakaria and Genc, 2017). This further allows our study to bring dyadic approaches and negotiation lenses to IB and strategic management research.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Sectoral and institutional characteristics of acquirers and targets: a dyadic approach to deal completion

Zakaria

Kiziler

2023

RIBS

View full text Add to dashboard Cite

Purpose This study takes a dyadic approach to explaining merger and acquisition (M&A) deal outcomes. Acknowledging the socio-cognitive (e.g. intangible and macro-environmental) idiosyncrasies, the authors theorize that some acquirer–target dyads have a superior ability to complete complex relational transactions in an M&A deal. Specifically, deals are successful when an acquirer and a target: are similar considering their sectoral characteristics, have contextually-informed deal-making competencies, and are familiar with one another given their sectoral and institutional features. Design/methodology/approach This study uses logistic regression analysis to examine how sectoral and institutional characteristics in the acquiring and target company dyads relate to the likelihood of merger and acquisition deal completion. Findings Analyzing a sample of 37,560 M&A deals, the authors find empirical evidence in support of the dyadic to deal completion. The authors find that sectoral similarity and institutional familiarity in an M&A dyad can predict the likelihood of deal completion. Specifically, service multinational acquirers are more competent than their manufacturing counterparts in general, and in same-sector and same-country deals in particular. In contrast, service sector acquirers also are at a relative disadvantage vis-à-vis their manufacturing counterparts in cross-national deals. Research limitations/implications Considering the theoretical and managerial implications, the authors identify new avenues for future research on service and manufacturing M&A dyads that can deepen the knowledge of inter-firm transaction processes. Originality/value First, the authors draw on the socio-cognitive, behavioral, and relational models to explain M&A deal process in both domestic and cross-border settings. Drawing on service vis-à-vis manufacturing sector business models, the authors predict deal completion. Second, the authors propose that familiarity between the acquiring and target companies in the form of sectoral and cross-national factors becomes pivotal to the inter-firm processes. Finally, the authors empirically demonstrate how inter-firm dynamics in a dyad can pose complex deal-making challenges, which make some acquirers especially susceptible to contextual shocks.

show abstract

Section: Contributions and Future Researchmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Sectoral and institutional characteristics of acquirers and targets: a dyadic approach to deal completion

Zakaria

Kiziler

2023

RIBS

View full text Add to dashboard Cite

show abstract

“…Mergers and acquisitions are management strategies designed to increase the current capacity of a company or companies. Although mergers and acquisitions are often conflated, there are fundamental differences between the two (Coyle, 2000;Thomas, 2009;Zakaria & Genç, 2017). A merger is a process in which two or more companies make a strategic decision to unite together to form a new company with a new name.…”

Section: Literature Reviewmentioning

confidence: 99%

A University Reinvents Itself: A Case Study for Understanding Strategic Mergers and Integration Between Academic Institutions

Bor¹,

Ketko²

2019

EMCI

View full text Add to dashboard Cite

The present research takes a case study approach to understanding the academic merger process by analyzing the 2009 merger between Baltimore Hebrew University (BHU) and Towson University (TU). Based upon the interviews with fifteen stakeholders involved in the BHU / TU merger, we detail the sequence of events from their point of view, and consider how this sequence applies to the stages of the methodological process of mergers within an academic context. Factors that eventually led to successful implementation of the BHU / TU merger include a commitment of senior management, trust, transparency, giving up of ego and resources, communication between all parties, and mobilization. Analysis of the BHU / TU merger suggests that the process that led to successful integration of the two institutions implicitly followed the methodological steps outlined in the academic literature on mergers. Results highlight the stages of the merger implementation process: identifying the problems; analyzing the constraints and alternatives; choosing the optimal alternative; and implementing the merger. The conclusion of our research demonstrates that the goals set at the beginning of the process were met, as a result of documenting and following up the practical actions of the merger process.

show abstract

Help me help you: How HR analytics forecasts foster organizational creativity

Di Prima,

Cepel,

Kotaskova

et al. 2024

Technological Forecasting and Social Change

View full text Add to dashboard Cite

Alliances to Acquisitions: A Road Map to Advance the Field of Strategic Management

Cited by 5 publications

References 103 publications

Sectoral and institutional characteristics of acquirers and targets: a dyadic approach to deal completion

Sectoral and institutional characteristics of acquirers and targets: a dyadic approach to deal completion

A University Reinvents Itself: A Case Study for Understanding Strategic Mergers and Integration Between Academic Institutions

Help me help you: How HR analytics forecasts foster organizational creativity

Contact Info

Product

Resources

About