Agreement between top management teams and expectations for post acquisition performance
The relationship between decision maker agreement, social context and performance are examined for theoretical discontinuities based on four facets of agreement. These four are perceived agreement, actual agreement, accuracy and interorganizational agreement. Senior management groups from two hospitals that undertook acquisitions serve as the source of information regarding agreement on objectives of acquisitions. A case design triangulating survey, archival interview and observational data were the methods used for the study. The data was taken a year subsequent to the acquisitions. Agreement shows functionality as a multidimensional construct and the link between agreement and expectations for success is established. Intergroup relationships in the social context are also shown to be significant.
Publication Name: Strategic Management Journal
Cross-selling has returned as the prevailing trend in the financial services industry after the merger deals engineered by Travelers Group and Conseco Inc. The deal illustrated the complexity of consolidating companies from varied industries such as insurance, banking and brokerage. Failure to develop truly effective acquisition strategies is the primary problem faced by acquirers. Thus, they must design knowledge-based selling activities wherein they can maximize the use of customer information. Moreover, mergers tend to fail due to insufficient visions and managers' failure to develop revenue growth strategies. To be successful in merger deals, performance expectations should be maintained and the economic status of any of the two involved companies must be changed by the acquisition.
Publication Name: Banking Strategies
How to pick the right partner
There are many instances of corporate acquisitions, often for the purpose of quick diversification, which turn into failures. Companies can reduce the risk of making a bad acquisition by strategic buying. By examining the acquisition candidate's strategic position, rather than merely its short-term financial record, the buyer will avoid making a poor investment. Strategically respositionable businesses may be found by taking a strategic search and audit approach to acquisitions. Buyers should develop a set of market criteria, integrate financial and competitive analyses, and apply the appropriate management model.
Publication Name: FE: the Magazine for Financial Executives
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