Analysing the M&A Preparedness Building Approach

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Author(s)
Vaniya, Nilesh
Bernus, Peter
Noran, Ovidiu
Year published
2014
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One of the complex and dynamic changes on the organisation level is Mergers and Acquisitions (M&As). M&As have been practiced since several decades for growth and expansion purposes. Recent developments in the frequency of M&As has drawn attention from researchers resulting in findings that more than half of the deals fails to achieve the aimed synergies. Solution to this problem could be to build preparedness to allow organisations to prepare for future or announced mergers in a way that enable faster pre-merger planning and smoother post-merger integration (PMI). In this article we will analyse M&A Preparedness building ...
View more >One of the complex and dynamic changes on the organisation level is Mergers and Acquisitions (M&As). M&As have been practiced since several decades for growth and expansion purposes. Recent developments in the frequency of M&As has drawn attention from researchers resulting in findings that more than half of the deals fails to achieve the aimed synergies. Solution to this problem could be to build preparedness to allow organisations to prepare for future or announced mergers in a way that enable faster pre-merger planning and smoother post-merger integration (PMI). In this article we will analyse M&A Preparedness building using a retrospective case study to a) demonstrate that the success of such strategic changes depends on several essential and largely overlooked factors, and b) outline a possible approach of building preparedness for M&As.
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View more >One of the complex and dynamic changes on the organisation level is Mergers and Acquisitions (M&As). M&As have been practiced since several decades for growth and expansion purposes. Recent developments in the frequency of M&As has drawn attention from researchers resulting in findings that more than half of the deals fails to achieve the aimed synergies. Solution to this problem could be to build preparedness to allow organisations to prepare for future or announced mergers in a way that enable faster pre-merger planning and smoother post-merger integration (PMI). In this article we will analyse M&A Preparedness building using a retrospective case study to a) demonstrate that the success of such strategic changes depends on several essential and largely overlooked factors, and b) outline a possible approach of building preparedness for M&As.
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Journal Title
Lecture Notes in Business Information Processing
Volume
190
Copyright Statement
© 2014 Springer. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. The original publication is available at www.springerlink.com
Subject
Information systems organisation and management