By A. Gregory, C. L. Cooper

ISBN-10: 0762310030

ISBN-13: 9780762310036

Bringing jointly lecturers from a variety of disciplines, those papers combine the disparate yet turning out to be physique of literature on mergers and acquisitions. The sequence is released to provide an explanation for and talk about the unsatisfactory results that end result from many poorly conceived mergers.

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Additional info for Advances in Mergers and Acquisitions, Volume 2 (Advances in Mergers and Acquisitions)

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These are integration by facilitating a transfer from owner-management to professional management, the proactive transfer of skills to overcome a lack of integration, and the need to overcome potentially conflicting national cultures. Morosini and Singh (1994), while concentrating on implementing a “national culture-compatible strategy” as a means to improving the performance of acquisitions, draw attention to the difficulties of integrating resources across both acquiring and acquired companies, something seen as detrimental to the performance of the acquisition.

Parent by a Japanese company said: I think we have benefited from the take-over from being able to address issues which prior to the take-over would have been difficult . . through lack of funding or lack of strategic direction. Sometimes the patience for the return amazes even me. They seem quite laid back about it . . the return on these things will stretch way out into the future. K. company, J4, which manufactured a specialist consumer product and was bought by a major Japanese firm said that: The main benefit has to be the investment that was made.

K. K. management to run their business. K. manager concerned who said he had always regarded French companies as bureaucratic and centralist. This also shows that to a certain extent it is up to a subsidiary to manage its owners as much as be managed by them. K. companies by foreign companies and has concentrated on four main issues. The level of integration of the subsidiary, the control methods and systems adopted by the parent, methods of communication and lastly, the strategy and philosophy of the new parent concerning the new subsidiary.

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