Relevant bibliographies by topics / Successful post-merger integration

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  2. Dissertations / Theses
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  4. Book chapters

Academic literature on the topic 'Successful post-merger integration'

Author: Grafiati
Published: 4 June 2021
Last updated: 16 February 2022

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Journal articles on the topic "Successful post-merger integration"

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Bohlin, Nils, Eliot Daley, and Sue Thomson. "Successful Post‐Merger Integration: Realizing the Synergies." Handbook of Business Strategy 1, no. 1 (2000): 225–31. http://dx.doi.org/10.1108/eb060225.

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Lundqvist, Siw. "POST-MERGER INTEGRATION ISSUES: THE IMPORTANCE OF EARLY APPOINTMENT OF NEW MANAGERS FOR SUCCESSFUL PMI." Problems of Management in the 21st Century 3, no. 1 (2012): 63–80. http://dx.doi.org/10.33225/pmc/12.03.62.

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Managers in the 21th century need to understand how to best show leadership in a merger – not least because of the many unsuccessful post-merger integrations that have been reported in many case-studies. The human factor is fundamental to preventing post-merger failure. A longitudinal case-study, that follows a merger in the public sector, aims at verifying the recommendations in the literature on how to prevent and counter resistance to change. The administrators, whose opinions were investigated, were enthusiastically looking forward to the merger, even though they expected changes to both t
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Stevcevska Srbinoska, Dusica, and Edi Smokvarski. "Post-merger Integration Approaches: Case Analysis of the One. Vip Macedonia Merger." Asian Journal of Finance & Accounting 8, no. 2 (2017): 228. http://dx.doi.org/10.5296/ajfa.v8i2.10288.

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Selecting the best integration approach is a meticulous and sensitive process that can mold the completion of the merger and/or acquisition transaction. In this paper, I discuss that implementing the proper integration approach leads to mitigating or increasing impending risks when going into major company restructuring events. If proper selection and execution takes place, and all related processes and expectations of the parties involved are duly taken into account, successful post-merger integration can be concluded in the Republic of Macedonia in spite of numerous difficulties. One of the
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Patel, Jignesh. "Evaluating the Efficacy of Mergers and Acquisitions." International Journal of Management and Development Studies 10, no. 07 (2021): 01–04. http://dx.doi.org/10.53983/ijmds.v10i07.373.

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Competition is fierce, and companies must team up to survive in an industry where specialized knowledge is sovereign. One of the largest, most critical, and most difficult parts of a business merger is the successful integration of the enterprise networks of the merger partners. BPO Systems has the expertise and skills to make your merger or acquisition a much smoother process. An attempt has been made to draw the results of only some of the earlier studies while analyzing the causes of failure of majority of the mergers in this exploratory Research paper. Making the mergers work successfully
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Barros, Rafael Hernandez, and Ignacio López Domínguez. "INTEGRATION STRATEGIES FOR THE SUCCESS OF MERGERS AND ACQUISITIONS IN FINANCIAL SERVICES COMPANIES." Journal of Business Economics and Management 14, no. 5 (2013): 979–92. http://dx.doi.org/10.3846/16111699.2013.804875.

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The research shows how managers can plan a successful integration process following a merger and acquisition. Presents a series of frameworks which discuss understanding value creation in mergers and acquisitions, selecting the right strategy and managing the integration process; drawn largely from research studies and interviews made to managers with experience in leading integration processes of financial services companies in Europe, Latin America and USA. Concludes that, by following the key drivers framework described, managers can turn the integration process into a successful project, a
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Romero-Martínez, Ana M., and María Concepción García-Gómez. "The successful takeover of La Sexta by Antena 3: pre- and post-merger factors." Management Research: Journal of the Iberoamerican Academy of Management 15, no. 1 (2017): 47–64. http://dx.doi.org/10.1108/mrjiam-03-2016-0660.

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Purpose The purpose of this paper is to investigate the merger arranged in the audiovisual sector between Antena 3 and La Sexta, and specifically the pre- and post-merger factors. This study adopts a comprehensive approach for the analysis of the reasons behind this strategic decision and the role that structural and human integration and the decision on the right momentum and integration speed played in the merger success. Design/methodology/approach A single case study research method is used. This qualitative methodology provides richer data to understand complex transactions such as merger
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Vieru, Dragos, and Marie-Claude Trudel. "Unpredictable Reconfigurations." International Journal of Social and Organizational Dynamics in IT 3, no. 1 (2013): 47–60. http://dx.doi.org/10.4018/ijsodit.2013010104.

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A merger is the result of a strategic decision aimed at creating synergy. Notwithstanding mergers’ expected benefits, their outcomes are often beset by problems such as employees’ high levels of stress, dissatisfaction and resistance. Research suggests that these problems are often related to the issue of boundary management during the post-merger integration phase (PMI), which refers to the degree of integration required among the merging parties and the degree of autonomy, that each must retain for the merger to achieve synergy. The literature identifies information systems (IS) as being a k
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Alfarajat, Jihad, and Mohammad M. Alalaya. "Behavioral Organization: Merger–Acquisition Integration (Theoretical Approach and Applied) for Jordan Companies." International Journal of Emerging Research in Management and Technology 7, no. 2 (2018): 26. http://dx.doi.org/10.23956/ijermt.v7i2.14.

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This study as other previous studies finds that theory puts has a higher consequence as outcome arising from pre-existing structural characteristic. Also there is clear evidence that complexity is the most predominate, enhance, this study aims to examine the performance of merger –acquisition of organization as it involves the pre-established structural specific characteristic, as team behavior, infrastructure support, organization complexity, enhance the effect task structure, and motivation, also the willingness to share information and cultural unification. Also we have used (Vasconellos an
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Mahadewi, Lufina. "Post-merger and Acquisition Integration: A Case Review of Dial Henkel And BP Amoco." International Journal of Business Studies 2, no. 1 (2018): 49–61. http://dx.doi.org/10.32924/ijbs.v2i1.33.

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Post-merger and Acquisition (M&A) integration often deals with significant transformational changes of merging companies in terms of development, communication, implementation and harmonization of a new shared vision, strategic objective, corporate culture, and also combination of best companies’ value practices. The transformational change is accentuated on facilitating the role of developing and executing an effective post-M&A Integration to build change cohesively with the strategic management of M&A, and also in terms of removing barriers to the success of M&A transaction.
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Saxena, Nishant, and Marius Ungerer. "Cipla-Medpro acquisition: the pre- and post-merger story." Emerald Emerging Markets Case Studies 9, no. 1 (2019): 1–42. http://dx.doi.org/10.1108/eemcs-12-2017-0260.

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Title Cipla-Medpro acquisition: the pre- and post-merger story. Learning outcomes The learning outcomes are as follows: to develop a deeper understanding of the pre- and post-merger factors that should be considered in an M&A transaction; to develop an appreciation of the human capital and organisation cultural aspects involved in cross-country M&A’s; to develop an understanding of the role of leaders and an integration team to make an M&A realise the intended value; and to develop a sensitivity for doing an M&A in a developing country like South Africa. Case overview/synopsis
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Dissertations / Theses on the topic "Successful post-merger integration"

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Seterbakken, Ina. "What are the formal and informal factors critical in the post-merger integration, contributing to successful mergers?" reponame:Repositório Institucional do FGV, 2016. http://hdl.handle.net/10438/17802.

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Submitted by Daniele Santos (danielesantos.htl@gmail.com) on 2017-01-18T19:20:02Z No. of bitstreams: 1 Ina -02102016.docx: 798193 bytes, checksum: c83882123b0ea9a1393ce60a818df5a9 (MD5)<br>Approved for entry into archive by Janete de Oliveira Feitosa (janete.feitosa@fgv.br) on 2017-01-24T13:34:46Z (GMT) No. of bitstreams: 1 Ina -02102016.docx: 798193 bytes, checksum: c83882123b0ea9a1393ce60a818df5a9 (MD5)<br>Made available in DSpace on 2017-01-26T12:00:24Z (GMT). No. of bitstreams: 1 Ina -02102016.docx: 798193 bytes, checksum: c83882123b0ea9a1393ce60a818df5a9 (MD5) Previous issue date:
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Books on the topic "Successful post-merger integration"

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Habeck, Max M. After the merger: Seven strategies for successful post-merger integration. Financial Times/Prentice Hall, 2000.

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Book chapters on the topic "Successful post-merger integration"

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"A Guide to Successful Post-Merger Integration." In Asian Mergers and Acquisitions. John Wiley & Sons, Inc., 2015. http://dx.doi.org/10.1002/9781119199120.ch7.

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You might also be interested in the extended bibliographies on the topic 'Successful post-merger integration' for particular source types:
Journal articles
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