Relative standing and the performance of recently acquired European firms

Article Abstract:

The theory of relative standing, which indicates that some mergers lead to a decline in relative standing for executives working for acquired companies, can be said to explain performance following merger at both French and UK companies. Performance declined following the removal of autonomy from executives used to high levels of autonomy. The removal of autonomy can also interact with perceptions of cultural compatibility. The theory of relative standing seems to explain the post-merger performance better in an Anglo-Saxon cultural context than in a Latin cultural context.

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Strategic groups and competitive enactment: a study of dynamic relationships between mental models and performance

Article Abstract:

Research presented concerns strategic group theory, focusing on the relationship between cognitive and performance strategic groups in the pharmaceutical industry. This empirical study addresses mental models and executive decision-making through the analysis of letters from firm presidents to their shareholders.

Pharmaceutical industry, Organizational effectiveness, Industrial psychology, Industrial-organizational psychology

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Ecological investigation of firm effects in horizontal mergers

Article Abstract:

This article examines industrial organization and strategic management theory from an ecological perspective to study how horizontal mergers impact company performance. The relationship between competition, resources, market forces, and product management is addressed.

Analysis, Organizational research

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