Strategies for Merger Success

Gall, Elizabeth A.

doi:10.1108/eb039399

Cited by 15 publications

(18 citation statements)

References 0 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…selection of target, successful implementation etc.). Finally, a large part of this body of research offers prescriptive advice on making successful M&As (Marks, 1997;Anslinger and Copeland, 1996;Gall, 1991;Fairfield, 1992). (2) Behavioral scientists.…”

Section: The Role Of Broader Contextmentioning

confidence: 99%

“…Managers should bear in mind that environmental changes may determine the success or failure of the M&A itself. An M&A often detaches the attention of top managers from normal business, as well as from the changes in the business environment (Clemente and Greenspan, 1998;Gall, 1991). This may prove risky in cases of highly competitive or even hostile markets, where competitors will attempt to take advantage from the company's temporary inertia (Gall, 1991).…”

Section: Creating a "Holistic Framework"mentioning

confidence: 99%

See 1 more Smart Citation

The role of broader context and the communication program in merger and acquisition implementation success

Papadakis

2005

Management Decision

View full text Add to dashboard Cite

Purpose -To investigate what actually influences a merger and acquisitions (M&As) successful implementation. Despite the significant research interest in this topic our knowledge is still incomplete. Design/methodology/approach -Our approach differs from traditional research efforts in the field. First, it explores the influence of a range of factors including external corporate environment, company characteristics, communication program and the characteristics of the M&A itself. Second, it is based on a comparatively large sample of 72 in-depth studied M&As which took place in Greece. Findings -Results indicate that the existence of a communication program is among the most influential factors in the successful implementation of an M&A. Other determining factors are aspects of the external corporate environment, the formalization of the decision-making process and the consequentiality of the M&A. Research limitations/implications -More empirical studies are needed to replicate and extend our study by examining variables not included here. Moreover, it would be particularly interesting to conduct similar studies in other countries, where the M&A practice is still young (i.e. newly accepted EU countries). Practical implications -Results show that the appropriate communications strategy is the area that can significantly improve the odds of success in post-merger integration. In addition, our findings might be of importance to newly accepted EU member countries as they are likely to attract a wave of M&As in the coming years. Originality/value -The paper explores a range of factors and investigates their effect on the successful implementation of M&As. Few studies have empirically examined such a combination of factors on M&A success using a relatively large sample of acquisitions.

show abstract

Section: The Role Of Broader Contextmentioning

confidence: 99%

Section: Creating a "Holistic Framework"mentioning

confidence: 99%

The role of broader context and the communication program in merger and acquisition implementation success

Papadakis

2005

Management Decision

View full text Add to dashboard Cite

show abstract

“…Tematyka komunikacji w procesach fuzji i przej (Cartwright i Cooper, 2000;Gall, 1991;Tewes, 2001) najcz ciej koncentruje si na czynnikach zarówno sukcesu, jak i przeszkód podczas integracji partnerów M&A. W a ciwa polityka komunikacyjna zajmuje kluczowe miejsce podczas rozwi zywania trudno ci w aspekcie ró nic kulturowych czonych przedsi biorstw (Appelbaum i in., 2000). Prawid owa komunikacja mo e pomóc w tworzeniu pozytywnej atmosfery w pracy, przywraca "ducha zespo u" i u atwia wprowadzanie zmian.…”

Section: Rola Komunikacji W Fuzjach I Przej Ciach -Wyniki Badaunclassified

Procesy komunikacyjne w fuzjach i przejęci

Gawryszewska¹

2015

SiM WZ UW

View full text Add to dashboard Cite

“…However, the last two or three years have done much, at least in principle, to correct the paucity of attention paid to human resources (see, for example, [7][8][9][10][11][12][13][14][15]). However, this rise in interest does not mean that the topic has been investigated in the appropriate detail or with respect to all critical and relevant issues.…”

Section: Journal Of Managementmentioning

confidence: 99%

Strategic Human Resource Management for the Integration of Foreign Acquisitions

Gerpott¹,

Bloch

1992

Journal of Management Development

View full text Add to dashboard Cite

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.

show abstract

Strategies for Merger Success

Abstract: The key to successful mergers lies not only in careful attention to organizational structure and strategy, but in human resource programs and internal communications as well.

Cited by 15 publications

References 0 publications

The role of broader context and the communication program in merger and acquisition implementation success

The role of broader context and the communication program in merger and acquisition implementation success

Procesy komunikacyjne w fuzjach i przejęci

Strategic Human Resource Management for the Integration of Foreign Acquisitions

Contact Info

Product

Resources

About