What is the Price of Hubris? Using Takeover Battles to Infer Overpayments and Synergies
By P. Hietala, Steven N. Kaplan, David T. Robinson. 2003
305 citations recorded by the source corpus.
Subfields: Political Science and International Relations
View Paper: https://www.semanticscholar.org/paper/488ee5d8b2ef0ae817d55f9633b9f5f6127ba7fd
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In Political Science and International Relations
Citations in the corpus
- Executive Hubris: The Case of a Bank CEO (2013, background): “Such self-attribution may reinforce the manager’s authority and dominance (Hietala et al., 2003).”
- Productivity, Restructuring, And The Gains From Takeovers (2013, unknown): “Based on a text-based measure for production market competition and differentiation, Hoberg and Phillips (2010) show that mergers create more value when the potential product market synergy (creating new products that increase product differentiation) is greater. Houston, James, and Ryngaert (2001) ”
- The Influence of Governance on Investment: Evidence from a Hazard Model (2011, unknown): “Evidence in support of these forms of overinvestment is found in Lang, Stulz and Walkling (1991) and Hietala, Kaplan, and Robinson (2003).”
- Valuation waves and merger activity: The empirical evidence ☆ (2005, unknown): “Evidence from Hietala, Kaplan, and Robinson (2003) indicates that the terms of a transaction can change considerably if there is a long period of time between announcement and eventual success of the merger.”
- CEO network centrality and merger performance (2015, background): “If acquirers give up some of their gains to attract targets, bidder loss could be offset by the expectation of large synergy gains from the deals (Hietala et al., 2003).”