Table of Contents

Handbook of Research on Mergers and Acquisitions

Handbook of Research on Mergers and Acquisitions

Elgar original reference

Edited by Yaakov Weber

For the last four decades, researchers in various disciplines have been trying to explain the enduring paradox of the growing activity and volume of mergers and acquisitions (M & A) versus the high failure rate of M & A. This Handbook will stimulate scholars to focus on new research directions.

Chapter 2: Integration of international mergers and acquisitions: test of a new paradigm

Yaakov Weber, Shlomo Yedidia Tarba, Günter K. Stahl and Ziva Bachar- Rozen

Subjects: business and management, corporate governance, organisational behaviour, strategic management, economics and finance, corporate governance


An extensive body of literature has investigated financial and strategic variables as predictors of merger and acquisition (M & A) performance without finding clear relationships. This includes a meta-analytic study that recommends the use of other variables that may help predict M & A performance (King et al. 2004). Despite this vast body of research, the key factors of M & A success and the reasons why so many M & A fail remain poorly understood (Stahl et al. 2005). Studies of the financial and strategic aspects of M & A generally focus on the pre-merger stage, although all the value creation in an M & A takes place after the deal, and it hinges on the ability of the combined firms to effectively integrate their operations (Haspeslagh and Jemison 1991; Weber and Fried 2011a). A central dilemma in managing post-merger integration is the decision about whether to integrate the newly acquired organization by traversing its structural boundaries and changing its culture, and what degree of autonomy should the acquired management be granted. Such intrusion may have a detrimental effect on M & A, including the departure of key talents and executives (Cannella and Hambrick 1993; Lubatkin et al. 1999), productivity losses in the technical core (Paruchuri et al. 2007), innovation disruption in technology acquisition (Puranam et al. 2006; Ranft and Lord 2002), executive behavior (Weber et al. 1996), shareholder values (Chatterjee et al. 1992), integration effectiveness, and return on assets (Weber 1996).

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information