The Handbook of Mergers and Acquisitions

Paperback | February 27, 2014

EditorDavid Faulkner, Satu Teerikangas, Richard J. Joseph

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With its inception at the end of the nineteenth century as a means of consolidation and reorganization, mergers and acquisitions (MandA) have since become quasi-institutionalized as one of the primary strategic options for organizations, as they seek to secure their position in an ever morecompetitive and globalizing market place. Despite the optimism surrounding MandA as strategic moves, research on post-merger company performance suggests that most firms engaging in MandA activity do not achieve the sought-after performance targets, either immediately or in the years following thedeal. What is it that drives MandA activity when research results do not support the performance expectations of these undertakings? Alternatively, have MandA scholars got it all wrong in the way that MandA performance is measured? Is the topic too complex, enduring, and multifaceted to study?The Handbook argues that the field of MandA is in need of a re-rooting: past research needs to be critically reviewed, and fundamental assumptions revisited. A key issue preventing efforts in the practice and study of MandA from achieving dynamic syntheses has been the disciplinary gulf separatingstrategy, finance, and human relations schools. The Handbook aims to bridge the hitherto separate disciplines engaged in the study and practice of MandA to provide more meaningful results.Toward this end, the Handbook brings together a set of prominent and emerging scholars and practitioners engaged in the study of MandA to provide thought-provoking, state of the art overviews of MandA through four specific "lenses" - strategic, financial, socio-cultural, and sectorial approaches. Bysummarizing key findings in current research and exploring ways in which the differing approaches could and should be "synthesized", it aims to highlight the key issues facing MandA practitioners and academics at the dawn of the third millennium.

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With its inception at the end of the nineteenth century as a means of consolidation and reorganization, mergers and acquisitions (MandA) have since become quasi-institutionalized as one of the primary strategic options for organizations, as they seek to secure their position in an ever morecompetitive and globalizing market place. Desp...

Professor David Faulkner is Dean of Magna Carta College, Oxford, a private business school that he co-founded in 2007. He is also Professor at Hult International Business School and Professor Emeritus of Strategy at Royal Holloway, University of London. He was formerly official Student (Fellow) of Christ Church, Oxford and Deputy Dire...

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Format:PaperbackDimensions:784 pages, 9.69 × 6.73 × 0.01 inPublished:February 27, 2014Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0198703880

ISBN - 13:9780198703884

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Table of Contents

1. David Faulkner, Satu Teerikangas, Richard J. Joseph: IntroductionSection I: A Strategic Lens for MandA2. Kalin Kolev, John Haleblian, and Gerry McNamara: A Review of the Merger and Acquisition Wave Literature3. Duncan Angwin: MandA Typologies: A Review4. Michel Hitt, David King, Hema Krishnan, Marianna Makri, Mario Schijven, Katsuhiko Shimizu, and Hong Zhu: Creating Value through MandA: Challenges and Opportunities5. Ioannis Thanos and Vassilis Papadakis: Unbundling Acquisition Performance: How Do they Perform and How Can This Be Measured?6. Thomas Keil, Tomi Laamanen, and Aino Makisalo: Acquisitions, Acquisition Programs and Acquisition CapabilitiesSection II: A Financial Lens for MandA7. Brendan McSweeney and Elina Happonen: Pre-deal Management8. Sudi Sudarsanam: Value Creation and Value Appropriation in MandA Deals9. Richard J. Joseph and Bill Ryan: Structuring the Transaction10. Scott Moeller and Maria Carapeto: Acquiring Distressed and Bankrupt Concerns11. Brendan McSweeney: Takeover Strategies, Competitive Bidding and Defensive Tactics12. Viktoria Dalko: Leveraged Buyouts13. Bill Ryan: Shareholder Value: a Driver of MandA ActivitySection III: A Socio-Cultural Lens for MandA14. Satu Teerikangas and Richard J. Joseph: Post-MandA Integration: An Overview15. Susan Cartwright: Individual Response to Mergers and Acquisitions16. Satu Teerikangas and Philippe Very: Culture in MandA: A Critical Synthesis and Steps Forward17. David Faulkner, Robert Pitkethly, and John Child: Country Cultural Differences in Acquisition Management18. Sajjad Jasimuddin: Knowledge Management in Mergers and Acquisitions19. Steffen Giessner, Johannes Ullrich, and Rolf van Dick: A Social Identity Analysis of Mergers and Acquisitions20. Janne Tienari and Eero Vaara: Power and Politics in MandA21. Satu Teerikangas: Silent Forces Shaping the Performance of Cross-border AcquisitionsSection IV: A Sectorial Lens for MandA22. Harbir Singh and Prashant Kale: Characteristics of Emerging Market Mergers and Acquisitions23. Gary A. Dymski: Financial Mergers and Acquisitions: From Regulation to Strategic Repositioning to Geo-economics24. Nicholas Fairclough and Samantha Fairclough: Mergers between Professional Service Firms: How the Big 8 Became the Big 525. Annette Ranft, Adelaide Wilcox King, and Jennifer C. Sexton: Examining Resource and Expectational Ambiguity in Technology MandA Integration26. Lars Schweizer: Characteristics of Biotechnology Mergers and AcquisitionsSection V: Synthesis27. Satu Teerikangas, Richard J. Joseph, David Faulkner: A SynthesisSatu Teerikangas, David Faulkner, Richard J. Joseph: Appendix 1: MandA Motives, Definitions, and Defining Characteristics