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 3: A research agenda to increase merger and acquisition success

Mitchell Lee Marks and Philip H. Mirvis

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

Extract

Scholars have been conducting serious research on the human, organizational and cultural aspects of mergers and acquisitions (M & A) for 30 years. Yet, over this period, there have only been modest improvements in the M & A success rate (Schoenberg, 2006). In this chapter, we examine corporate combinations, describe how human factors contribute to their failure or success, and identify key research questions whose answers can help to improve the M & A success rate in both financial and human terms. We use our experience as both researchers and advisors in over 100 combinations – as well as our awareness of the scholarly literature and the work of other practitioners – to highlight the factors which matter most in eventual M & A success.

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