Mergers and acquisitions remain one of the most common forms of growth, yet they present considerable challenges for the companies and management involved. The effects on stakeholders, including shareholders, managers and employees, must be considered as well as the wider implications for the economy, the level of competition and employment.
By drawing on classic research perspectives and placing them alongside more recent alternatives, this book provides readers with a focused yet far-reaching introduction to the study of M&As. Each paper is set in context by editorial commentaries and reflects the important organizational and behavioural aspects which have often been ignored in the past. By providing this in-depth understanding of the mergers and acquisitions process, the reader understands, not only how and why mergers and acquisitions occur, but also the broader implications for organizations.
The book is structured clearly into sections concerned with the issues that arise before, during and after the mergers and acquisitions process including motives and planning, partner selection, integration, employee experiences and communication.
A unique collection of selected readings and contextualising commentary, this volume will greatly appeal to MBA and graduate students as well as experienced practitioners.
'Mergers and Acquisitions: A Critical Reader captures the key management issues that emerge during M&As. Drawing from classic articles and lively cases, Risberg integrates the important topics that continue to make mergers and acquisitions one of the most complex of business ventures.' - Nancy K. Napier, Boise State University, USA
Section 1: Why Do Firms Engage In Mergers and Acquisitions? 1. Merger Motives and Merger Prescriptions 2. Not All M&As are Alike – and that Matters Section 2: Selecting Your Partner 3. Merger Strategies and Stockholder Value 4. Organizational Fit and Acquisition Performance: Effects of Post-Acquisition Integration Section 3: Integrating The Two Organizations 5. Corporate Acquisitions: A Process Perspective 6. Acculturation in Acquired Organizations 7. When Cultures Collide 8. Sensegiving and Sensemaking in Integration Processes Section 4: Employee Reactions and Experiences of Mergers and Acquisitions 9. The Merger Syndrome 10. Shared And Multiple Realities In Acquisitions 11. Experiencing Mergers Section 5: Communication During The Merger and Acquisition Process 12. Common Patterns Of Behaviour and Communication in Corporate Mergers And Acquisitions 13. Communication With Employees Following a Merger 14. Communication Issues in Postmerger Integration CASE Nordea Markets: Socio-Cultural Integration Challenges