Abstract
We emphasize that a governance board with non-executive members of the board is a safeguarding instrument. The functions of the advisory role as well as the risk evaluation and approval are highly important when dealing with a request to launch an acquisition of another company. The non-executive members, however, have to carefully balance scrutinizing a proposal for hidden flaws against encouraging the management to pursue promising projects and accepting justifiable risks.
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Notes
- 1.
11% = 13.5% × 0.66 + 6% × 0.33.
- 2.
Goodwill is the difference between purchase price and book value of the equity of the acquired company.
- 3.
The total good will in the accounts of the German DAX-companies (30 most important listed enterprises) is significantly higher than their equity.
- 4.
See chapter “Patterns of Family Enterprise’s Growth” above.
Bibliography
Dehlen, T. (2013). Acquisitions and divestitures in family firms: the role of socioemotional wealth. Dissertation University of St. Gallen.
Moyses-Scheingruber, S. (2019). Decision criteria in acquisition target screening. Dissertation Universität Trier.
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Kormann, H. (2021). The Trade-Offs of Mergers and Acquisitions. In: Kormann, H., Suberg, B. (eds) Topics of Family Business Governance. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-030-58019-3_21
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DOI: https://doi.org/10.1007/978-3-030-58019-3_21
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