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Vertical M & As

  • New Perspectives on the Modern Corporation series

Angelo Dringoli

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Towards corporate self-regulation

Terry O’Callaghan

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Three emblematic cases of successful M & A strategies

  • New Perspectives on the Modern Corporation series

Angelo Dringoli

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Royal Dutch Shell’s ‘PR-led’ approach to corporate self-regulation

Terry O’Callaghan

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The rise and fall and rise of the Toyota Way

Terry O’Callaghan

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Reputation Risk and Globalisation

Terry O’Callaghan

Recently, multinational corporations have begun to reinvent themselves as socially responsible actors. This is largely in response to activist pressure. These activists have perceptively understood the link between corporate success and corporate behaviour. Corporate self-regulation has emerged as an important mechanism to counter this activist pressure. The author argues that corporations have a capacity for self-regulation because their reputation is critical to their success. As such, reputation is beginning to discipline corporate behaviour. The book first explores the link between corporate reputation, corporate behaviour and self-regulation. The author then compares and contrasts various studies of multinational corporations that have sought to self-regulate.
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References

  • New Perspectives on the Modern Corporation series

Angelo Dringoli

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Preface

  • New Perspectives on the Modern Corporation series

Angelo Dringoli

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Organizational structures and procedures for implementing merger

  • New Perspectives on the Modern Corporation series

Angelo Dringoli

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Merger and Acquisition Strategies

How to Create Value

  • New Perspectives on the Modern Corporation series

Angelo Dringoli

The decision to carry out a merger or acquisition is certainly a risky one, not least because of the number of variables influencing the final outcome. It is also a decision frequently based on the wrong objectives and an incorrect evaluation process. With this in mind, this important new book offers solutions for reducing the high percentage of mergers and acquisitions (M & As) that fail. It adopts a normative approach, using theoretical analysis to show what managers could and should do to increase shareholders’ value through successful M & A strategies. It also explores the conditions that are suitable for favouring a certain type of M & A (horizontal, vertical or diversified) over the others. In conclusion, the book presents case studies of successful M & A strategies providing a link between theory and practice.