Learning by Observing: Information Spillovers in the Execution and Valuation of Commercial Bank M&As

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Critical success factors through the Mergers and Acquisitions process:revealing pre- and post- M&A connections for improved performance (2013, background): “Delong and Deyoung (2007) observe that companies may also learn by studying other peer companies’ acquisition experiences and acquirers with no prior M&A experience may achieve superior performance through the use of external consultants.”
The Impact of Off-Balance-Sheet Activities on Banks Returns: An Application of the ARCH-M to Canadian Data (2010, background): “For more on this, see Delong and DeYoung (2007). their contradictory results in regard to the American experience by noting that European banks have more expertise in OBS activities than their US counterparts, these activities being allowed since 1989, i.e. ten years before the USA.”
How Much Did Banks Pay to Become Too-Big-To-Fail and to Become Systemically Important? (2009, unknown): “10 See Houston et al. (2001) and DeLong and DeYoung (2007) for information about market anticipation of bank mergers.”
Vicarious Learning from the Failures and Near-Failures of Others: Evidence from the U.S. Commercial Banking Industry (2007, background): “Banks also have more layers of communication channels, including affinity groups, league consultants, and multiple regulators; these channels promote knowledge transfer and ensure information flow (DeLong & DeYoung, 2004).”