Abstract
Mergers and acquisitions (M&A) have emerged as multiple-purpose strategies used by corporate firms for value creation, value enhancement, as well as for defensive purposes for sustainable growth and development. Sustainable development requires companies’ continuous attempts to identify expected opportunities and prompt actions to exploit the same before the rivals/competitors. Corporate firms need to examine continuously, the compatibility of their organization with the changing environment; they require foreseeing all possible obstacles in the efficient operations of the firm. In view of large failure rate of M&A suggested in available literature, the study proposes the analysis of M&A performance, considering multiple perspectives of M&A performance. Comprehensive analysis of M&A performance is proposed considering all possible financial and nonfinancial perspectives likely to be influenced by M&A decisions; for the purpose, a set of 48 parameters under the broad categorization of situations, actors, processes, and performance parameters is proposed. Proposed framework represents a flexible framework, which could be modified with the change in circumstances, firm, industry, or environment. Analysis of multiple perspectives of M&A performance, along with providing a holistic view of M&A performance, is supposed to be useful for continuous evaluation and monitoring of M&A performance. It is likely to facilitate the collective segregated view of the M&A performance in terms of lead as well as lag parameters, thereby helping to spot the weak and strong parameters and initiating the corrective actions accordingly; thus, facilitating longevity of M&A decisions, which perhaps seems requisite in present scenario, where M&A deal with collapse in short period of time.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
Quoted in—“M&A Integration—How to do it. Planning and delivering M&A integration for business success”—by Danny A. Davis. First edition 2012 published by John Wiley & Sons.
References
Agrawal A, Jaffe J, Mandelsen GN (1992) The post merger performance of acquiring firms: a re-examination of an anomaly. J Financ 47(4):1605–1621
Amiot CE, Terry DJ, Jimmieson NL, Callan VJ (2006) A longitudinal investigation of coping processes during a merger: implications for job satisfaction and organizational identification. J Manage 32(4):552–574
Angwin D (2007) Motive archetypes in mergers and acquisitions (M & A): The implications of a configurational approach to performance. Adv Mergers Acquis 6:77–105 (CL Cooper, Finkelstein S (eds))
Barkema HG, Schijven M (2008) Toward unlocking the full potential of acquisitions: the role of organizational restructuring. Acad Manage J 51:696–722
Barney JB (1991) Firm resources and sustained competitive advantage. J Manage 17(1):99–120
Bowen DE, Lawler EE (1992) The empowerment of service workers: what, why, how and when. Sloan Manage Rev Spring 33:31–39
Brealey RA, Cooper IA, Kaplanis E (2010) Excess co movement in international equity markets: evidence from cross-border mergers. Rev Finan Stud 23(4):1718–1740
Brouthers KD, van Hastenburg P, van Den V (1998) If most mergers fail why are they so popular? Long Range Plan John Wiley & Sons, Inc. Hoboken, New Jersy 31(3):347–353
Bruner R (2004) Applied mergers and acquisitions. John Wiley & Sons, Inc. Hoboken, New Jersy
Cartwright S, Cooper GL (1996) Managing mergers, acquisitions and strategic alliances: integrating people and cultures, 2nd edn. Butterworth- Heineman, Oxford
Castanias RP, Helfat CE (2001) The managerial rents model: theory and empirical analysis. J Manage 27(6):661–678
Chambers K, Honeycutt A (2009) Telecommunications mega-mergers: impact on employees morale and turnover intention. J Bus Econ Res 7(2):43–52
Chand G (2009) Mergers and acquisitions: issues and perspectives from Asia-Pacific region. ISBN 92-833-7031-3, Chapter 5, 73
Chatterjee S (1986) Type of synergy and economic value: the impact of acquisitions on merging and rival firms. Strateg Manage J 7:119–139
Copeland T, Koller T, Murrian J (2000) Valuation: measuring and managing the value of companies, 3rd edn. John Wiley & Sons, Inc. Hoboken, New Jersy
Datta DK (1991) Organizational fit and acquisition performance: effects of post-acquisition integration. Strateg Manage J 12(4):281–297
Datta DK, Pinches GE, Narayanan VK (1992) Factors influencing wealth creation from mergers and acquisitions-a meta-analysis. Strateg Manage J 13:67–84
Davis RL (1968) Compatibility in organizational marriages. Harward Bus Rev 46(4):86–93
Denison DR (1990) Corporate culture and organizational effectiveness. Wiley, New York
Dutta S, Jog V (2009) The long-term performance of acquiring firms: a re-examination of an anomaly. J Bank Financ 33(8):1400–1412
Habeck MM, Kroger F, Tram MR (2000) After the merger. Prentice Hall, London
Haleblian J, Finkelstein S (1993) Top management team size, CEO dominance, and firm performance: the moderating roles of environmental turbulence and discretion. Acad Manage J 36(4):844–863
Haleblian J, Devers CE, McNamara G, Carpenter MA, Davison RB (2009) Taking stock of what we know about mergers and acquisitions: a review and research agenda. J Manage 35(3):469–502
Hansen MH, Perry LT, Reese CS (2004) A Bayesian operationalization of the resource-based view. Strateg Manage J 25(13):1279–1295
Herrick T (2002) Chevron Texaco’s mergers savings could be as much As $ 2.2 billion. The Wall Street Journal, B-34
Holcomb TR, Hitt MA (2007) Toward a model of strategic outsourcing. J Oper Manage 25(2):464–481
Hooley GJ, Greenley GE, Cadogan JW, Fahy J (2005) The performance impact of marketing resources. J Bus Res 58(1):18–27
Huselid MA (1995) The impact of human resource practices on turnover, productivity and corporate financial performance. Acad Manage J 38:635–672
Ivancevich JM, Schweiger DM, Power FR (1987) Strategies for managing human resources during mergers and acquisitions. Hum Resour Plan 10(1):19–35
Kennedy HK, Payne GT, Carlton J (2002) Matching industry between target and acquirer in high-tech mergers and acquisitions. Tech Anal Strateg Manage 14(2):149–162
King DR, Dalton C, Daily M, Covin JG (2004) Meta-analysis of post-acquisition performance: indication of unidentified moderators. Strateg Manage J 25:187–200
Kor YY, Mahoney JT (2005) How dynamics, management and governance of resource deployments influence firm-level performance. Strateg Manage J 26(5):489–496
Koys DJ (2001) The effects of employees satisfaction, organizational citizenship behaviour and turnover on organizational effectiveness: a unit-level longitudinal study. Pers Psychol 54:101–114
Larsson R (1993) Case survey methodology: quantitative analysis of patterns across case studies. Acad Manage J 36:1515–1546
Larsson R, Finkelstein S (1999) Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: a case survey of synergy realization. Org Sci 10(1):1–26
Lichtenstein BMB, Brush CG (2001) How do resource bundles develop and change in new ventures? Entrepreneurship theory and practice. 25(3):37–58
Lubatkin M (1983) Mergers and the performance of the acquiring firm. Acad Manage Rev 8(2):218–225
Luecke R (2003) Managing change and transition. Harvard Business School, Boston
Meglio O, Risberg A (2009) Mergers and acquisitions: time for a rejuvenation of the field? Available at SSRN 1425966
Meglio O, Risberg A (2010) Mergers and acquisitions-time for a methodological rejuvenation of the field? Scand J Manag 26(1):87–95
Meyer CB (2008) Value leakage in mergers and acquisitions: why they occur and how they can be addressed. Long Range Plan 41:197–224
Mittal A, Jain PK (2012) Mergers and acquisitions performance system: integrated framework for strategy formulation and execution using flexible strategy game-card. Glob J Flex Syst Manage 13(1):41–56
Newbert SL (2007) Empirical research on the resource based view of the firm: an assessment and suggestions for future research. Strateg Manage J 28(2):121–146
Oberg C (2008) The importance of customers in mergers and acquisitions. Linkoping Studies in Science and Technology, Dissertation No. 1193
Pautler P (2003) Evidence on mergers and acquisitions. Antitrust Bull 48:119–207
Salama A, Holland W, Vinten G (2003) Challenges and opportunities in mergers and acquisitions: three international case studies—Deutsche Bank-Bankers Trust; British Petroleum-Amoco; Ford-Volvo. J Eur Ind Train 27(6):313–321
Seth A (1990a) Value creation in acquisitions, a re-examination of performance issues. Strateg Manage J 11(2):99–115
Seth A (1990b) Sources of value creation in acquisitions: an empirical investigation. Strateg Manag J 11:431–446
Sirmon DG, Hitt MA, Ireland RD (2007) Managing firm resources in dynamic environments to create value: looking inside the black box. Acad Manag Rev 32(1):273–292
Srivastava RK, Shervani TA, Fahey L (1998) Market-based assets and shareholder value: a framework for analysis. J Mark 62(1):2–18
Sushil (2001) SAP-LAP framework. Glob J Flex Syst Manage 2(1):51–59
Sushil (2010) Flexible strategy game-card. Glob J Flex Syst Manage 11(1&2):iii–iv
Yadav N, Sushil (2014) Theoretical roots of flexible strategy game-card: an evolving strategic performance management framework. In: Sushil, Stohr EA (eds) The flexible enterprise, flexible systems management. Springer, New Delhi, pp 99–109
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2015 Springer India
About this chapter
Cite this chapter
Agrawal, A., Sushil, Jain, P. (2015). Multiple Perspectives of Mergers and Acquisitions Performance. In: Sushil, ., Chroust, G. (eds) Systemic Flexibility and Business Agility. Flexible Systems Management. Springer, New Delhi. https://doi.org/10.1007/978-81-322-2151-7_23
Download citation
DOI: https://doi.org/10.1007/978-81-322-2151-7_23
Published:
Publisher Name: Springer, New Delhi
Print ISBN: 978-81-322-2150-0
Online ISBN: 978-81-322-2151-7
eBook Packages: Business and EconomicsBusiness and Management (R0)