Mergers and Acquisitions: A Guide to Creating Value for Stakeholders

By Ithai Stern. 2002

152 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/3b0dee6ae79b44f8bdd22b3f4dfa5872da07eac5

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Strategy and Management

Citations in the corpus

Do Cultural Differences Matter in Mergers and Acquisitions? A Tentative Model and Examination (2008, methodology): “Because research on the psychometric properties of Hofstede’s scales revealed poor internal consistencies (Spector et al. 2001), studies relying on the Hofstede scales or the Kogut and Singh (1988) index were corrected, using the scale reliabilities reported by Hofstede (2002).”
Meta-analyses of Post-acquisition Performance: Indications of Unidentified Moderators (2004, background): “Industry familiarity can eliminate or signiﬁcantly diminish the need for acquiring ﬁrm managers to ‘learn’ the business of the acquired ﬁrm, and facilitate learning from the acquisition process per se (Hitt, Harrison, and Ireland, 2001).”
The danger of misinterpreting short-window event study findings in strategic management research: an empirical illustration using horizontal acquisitions (2008, background): “This contradicts the intuition from management research (e.g. Hitt et al., 2001) but is consistent with findings from finance (e.g. Loughran and Vijh, 1997).”
What Constrains or Facilitates Divestitures of Formerly Acquired Firms? The Effects of Organizational Inertia (2005, background): “Second, an acquisition generally involves investment of significant financial and managerial resources (Hitt et al., 2001).”
Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms (2008, methodology): “Using resource-based theory (RBT) as a theoretical lens, research in this area suggests that, in general, acquisition performance will be higher when acquiring and target firm resources complement one another (Capron and Pistre 2002; Hitt et al. 1998, 2001; King et al. 2003; Puranam et al. 2006).”
Asset restructuring and business group affiliation in French civil law countries (2004, methodology): “…worldwide owing to a number of recent changes in the global environment, such as economic development, global competition, regional integration, financial crises, and changes in government policies in both developing and developed economies (Hitt et al., 2001; Megginson and Netter, 2001).”
How do networks and learning drive M&As? An institutional comparison between China and the United States (2009, background): “For this study, we assume that firms are boundedly rational players that can rely on prior experiences as a means to acquire knowledge and to respond to the institutional environment (Hitt et al., 2001; Tsang, 2002).”
Learning from Repetitive Acquisitions: Evidence from the Time between Deals (2013, unknown): “In fact, learning might bear on multiple dimensions of the takeover process (Hitt, Harrison, and Ireland (2001)), including the selection and valuation of targets, due diligence, negotiation, offer specification (e.g., premium, mode of payment), and management of 3 Arrow (1962) is one of the first…”
In the Horns of the Dilemma: Socioemotional Wealth, Financial Wealth, and Acquisitions in Family Firms (2018, background): “…our theorizing, family businesses should be hesitant to acquire, particularly unrelated firms, because the expected financial gains from acquisitions are ultimately uncertain (e.g., Hitt et al., 2001) and the loss in SEW terms is fairly certain (Gomez-Mejia, Makri, & Larraza-Kintana, 2010).”
Employee Self-Perceived Creativity After Mergers and Acquisitions (2008, background): “The reason is that employees are often the most valuable assets in the postmerger firm and are key in accomplishing the merger’s ultimate goal of value creation (Hitt et al., 2001).”
Transitional Identity as a Facilitator of Organizational Identity Change during a Merger (2010, background): “On paper, most mergers make projective economic sense, and yet mergers fail much more often than a priori fi nancial analyses would imply (Larsson and Finkelstein, 1999; Hitt, Harrison, and Ireland, 2001).”
A Model of the Influence of Culture on Integration Approaches and International Mergers and Acquisitions Performance (2011, background): “Recent studies (e.g., Hitt et al. 2001; Larsson and Finkelstein 1999; Schweiger 2002) present evidence that postdeal value creation hinges on the firm’s ability to effectively combine operations of the two previously separate firms.”