dc.contributor.advisor | Bernus, Peter | |
dc.contributor.advisor | Noran, Ovidiu | |
dc.contributor.author | Vaniya, Nilesh Laxmanbhai | |
dc.date.accessioned | 2018-01-23T02:25:57Z | |
dc.date.available | 2018-01-23T02:25:57Z | |
dc.date.issued | 2016 | |
dc.identifier.doi | 10.25904/1912/684 | |
dc.identifier.uri | http://hdl.handle.net/10072/366099 | |
dc.description.abstract | Mergers and Acquisitions (M&A) are becoming central for organisations of medium to large scale due to reasons such as globalization, market competition, need for product/service innovation, changes in regulations, economic and environmental changes, etc. Organisations use mergers and acquisitions as an option to address significant strategic management issues caused by one or more of the above business imperatives. Typically, mergers and acquisitions lead to essential organisational changes including change in current business processes and information systems in use. Unfortunately researchers and practitioners have found that more than half of M&As fail to achieve the results aimed for. An important conclusion of M&A research to date has found that a major cause of M&A difficulties and failure is the need for long-term integration planning and the time needed for the implementation. This thesis argues that if strategic management consider M&A as possible future options then it is both necessary and possible to build M&A preparedness well before a Merger or Acquisition decision is contemplated. Having such preparedness a) will improve management’s ability to predict the feasibility, cost, risk and time needed to complete a Merger or Acquisition, b) will allow a comprehensive post-merger integration planning to be completed in a timely manner, and c) will shorten the time as well as reduce the cost and risk of post M&A integration. This research demonstrates how an enterprise’s strategic management can consider the necessary level and type of preparedness, as well as orchestrate the building of such preparedness. The method used in this paper originates in Enterprise Architecture (EA) practice applied to the whole of the enterprise (as opposed to the often used view of EA that restricts it to the change management of IT systems only). | |
dc.language | English | |
dc.publisher | Griffith University | |
dc.publisher.place | Brisbane | |
dc.rights.copyright | The author owns the copyright in this thesis, unless stated otherwise. | |
dc.subject.keywords | Mergers and acquisitions | |
dc.subject.keywords | Globalization | |
dc.subject.keywords | Market competition | |
dc.subject.keywords | Enterprise architecture | |
dc.title | Building Transformational Preparedness for Mergers and Acquisitions - An Enterprise Architecture Approach | |
dc.type | Griffith thesis | |
gro.faculty | Science, Environment, Engineering and Technology | |
gro.rights.copyright | The author owns the copyright in this thesis, unless stated otherwise. | |
gro.hasfulltext | Full Text | |
dc.rights.accessRights | Public | |
gro.identifier.gurtID | gu1493946059312 | |
gro.source.ADTshelfno | ADT0 | |
gro.source.GURTshelfno | GURT | |
gro.thesis.degreelevel | Thesis (PhD Doctorate) | |
gro.thesis.degreeprogram | Doctor of Philosophy (PhD) | |
gro.department | School of Information and Communication Technology | |
gro.griffith.author | Vaniya, Nilesh L. | |