Acquisitions and mergers of equals often fail to deliver shareholder value, largely because poor integration practices do not allow synergies to be created. The issue has been addressed by several studies from two different research streams: the first looks at the combination of resources after the acquisitions and the second focuses on the human factor. We propose an integrated model where the effects of these key aspects are tested simultaneously and where three independent variables are included: the extent of planning and knowledge from previous acquisitions and knowledge from previous relationships. We believe that through the model managers can prioritise their actions and select an appropriate time horizon for the integration.

Palpebral hygiene products should not be used more than five consecutive days previous to surgery.

The term developmental evaluation was coined by Michael Quinn Patton in the mid-1990s to describe the role of evaluators in the development of an innovative initiative. Core evaluation skills, such as articulating the initiative's theory of change, asking evaluative questions, and providing timely information on emerging results, help the initiative to develop through iterative cycles of learning and adaptation. A growing number of case studies provide valuable insights into the specific situations where developmental evaluation may be useful, the roles and skills required of the evaluator, and the challenges this approach brings. This article provides a concise summary of the insights from theory and case studies to help programme developers and evaluators decide whether and how to use developmental evaluation.

No abstract