2005
DOI: 10.1080/14631370500351163
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Strategic Factors Underlying Acquisition Performance in a Post-communist Economy: Experience from Slovenia

Abstract: This article examines the performance of acquisitions in Slovenia in the period of transition between communist rule and the advent of the market economy. The proposition is that, once the motives of an acquisition are identified, the success or failure of a particular acquisition can be measured by examining the extent to which those motives have been achieved. The actual realisation of some motives for acquisitions, such as to transfer skills and share activities, is strongly tied to the ROE and value added … Show more

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Cited by 6 publications
(5 citation statements)
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“…From these changes, most companies (95%) after acquisitions increased the spread of corporate culture from the acquiring to the target company, which is to amend the attitude of management and employees to the basic values that their company represents. This fact is aligned with sharing values, skills and competences as a necessity to obtain organizational fit between target and acquiring companies (Lahovnik, 2005), but also with the fact that new capabilities in the target companies have to be developed in "an evolutionary pattern on the basis of the firm's knowledge, organizational culture, and, possibly, individual value systems" (Meyer, 2002).…”
Section: Analysis Of Strategic Changesmentioning
confidence: 99%
“…From these changes, most companies (95%) after acquisitions increased the spread of corporate culture from the acquiring to the target company, which is to amend the attitude of management and employees to the basic values that their company represents. This fact is aligned with sharing values, skills and competences as a necessity to obtain organizational fit between target and acquiring companies (Lahovnik, 2005), but also with the fact that new capabilities in the target companies have to be developed in "an evolutionary pattern on the basis of the firm's knowledge, organizational culture, and, possibly, individual value systems" (Meyer, 2002).…”
Section: Analysis Of Strategic Changesmentioning
confidence: 99%
“…Siggelkow (2007) recommended that particular cases should be chosen based on their ability to provide significant conceptual insights. We argue that our examination of the competitive interchange between Nectar and Coca-Cola (Coca-Cola Hellenic Bottling Co. -CCHBC) provides such discernment, not only because it offers a rich repertoire of competitive moves, but also because it occurs in the unique context of developing countries (Lahovnik, 2005).…”
Section: 9mentioning
confidence: 99%
“…An examination of Coke's acquisition of Fresh and Co., however, tells a different story. Quadrant 4 indicates a scenario where the acquisition price significantly exceeds the synergies created by the purchase (see Lahovnik, 2005). First, there is evidence that Coke overpaid for their target.…”
Section: Developing a Framework To Differentiate Foothold Attacks From Feintsmentioning
confidence: 99%
“…Analyzing the post-M&A phase through a strategic lens, Lahovnik (2005) points towards a post-merger strategy as a necessity for M&A success. This high-level strategy development often results from the M&A type defined in the pre-M&A phase.…”
Section: Pmi Strategy Developmentmentioning
confidence: 99%
“…However, knowledge transfer is critical to the internalization of the technology (Buckley & Carter, 2000). Factors that positively influence knowledge transfer, and ultimately post-M&A performance, are the transfer of skills from the acquiring to the acquired company and sharing activities (Lahovnik, 2005). Moreover, Reeves et al (2019) suggest that, especially in technology-oriented M&As, high investments in R&D, sufficient investments in transformation and a strategic, long-term orientation prevent M&A failure.…”
Section: Pmi Strategy Developmentmentioning
confidence: 99%