Leadership development as a vehicle for change during merger

Hyde, Angela J.; Paterson, James C.

doi:10.1080/738552749

Cited by 9 publications

(18 citation statements)

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“…A substantial amount of research from a finance perspective has indicated that “paying too much” is a major cause of failure (Anslinger, Copeland, & Thomas, 1996; Bower, 2001; Datta & Puia, 1995; Hayward, 2002; Inkpen, Sundaram, & Rockwood, 2000; Schweiger et al, 1993; Sirower, 1997). Goold, Campbell, and Alexander (1994, p. 220) assert that “one of the most common and most important sources of value destruction in corporate development is paying too much.…”

Section: Literature Selectionmentioning

confidence: 99%

“…Often the acquirer destroys value by paying too much, making it very difficult to achieve an adequate return.” Seth, Song, and Pettit (2000) claim that the evaluation of target firms in situations of cross‐border mergers needs to be handled even more carefully, since, on average, there is greater information asymmetry between companies from different countries than in domestic situations. Inkpen et al (2000), analyzing technology‐based merger activity involving US companies similar to Silicon Valley–type firms during the period of 1990–1999, concluded that the failure rate of acquisitions involving European acquirers was much higher than those involving US acquirers because European companies tended to pay a much higher premium (43%) than US acquirers (14%).…”

Section: Literature Selectionmentioning

confidence: 99%

“…The form of payment also seems to have some influence on acquisition outcome. Friendly deals using stock often perform better than those using cash (Bower, 2001; Howell, 1970; Inkpen et al, 2000). Hayward (2002) gives as an example the successful acquirer, BankOne, asserting that the firm always uses stock payment instead of cash.…”

Section: Literature Selectionmentioning

confidence: 99%

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Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre‐ and Post‐M&A Connections for Improved Performance

Gomes

Angwin

Weber

et al. 2012

Thunderbird Intl Bus Rev

240

258

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Section: Literature Selectionmentioning

confidence: 99%

Section: Literature Selectionmentioning

confidence: 99%

See 1 more Smart Citation

Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre‐ and Post‐M&A Connections for Improved Performance

Gomes

Angwin

Weber

et al. 2012

Thunderbird Intl Bus Rev

240

258

View full text Add to dashboard Cite

show abstract

“…As the essence of the entropy phenomenon unfolded, leadership emerged as the core entropy factor during post-merger and post-acquisition integrations in four ways: Externally, leadership is a critical element of success throughout the merger and acquisition process (Hsieh & Yik, 2005). Leaders guide the newly combined company by facilitating the inevitable organizational change that ensues during post-merger and post-acquisition integrations (Hyde & Paterson, 2002). Failures occur due to poor decision making emanating from lack of leadership and communication (Aud, 2004;Rowlett, 2006).…”

Section: Implications To Leadershipmentioning

confidence: 99%

“…Leaders shaped a developing organization by facilitating the inevitable organizational change that ensues during post-merger and post-acquisition integrations (Hyde & Paterson, 2002). Failures occurred due to poor decision making, which missed the importance of leadership and communication (Aud, 2004).…”

Section: Significance Of the Study To Leadershipmentioning

confidence: 99%

Symposium. Dean Eldon Fish (1956–2007): A tribute to knowledge in leadership. Improving post‐merger integration: A response to the work of Dean Eldon Fish. An information technology organizational perspective on post‐merger leadership

Kolberg

Wheeler

D'Ascenzo

2008

J of Leadership Studies

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50The goal of the Symposium is to bring researchers and practitioners together to seek out and build common frameworks for discussion. We hope to provide a meeting ground for dialogical discourse among diverse approaches to leadership theory and practice, with an eye to developing models for implementation.In this issue, we honor the memory of Dr. Dean Fish by publishing excerpts from his dissertation, A Study of Entropy in Post-Merger and Post-Acquisition Integration, edited by his mentor, Dr. Sandy Kolberg. A study of Entropy in Post-Merger and Post-Acquisition IntegrationThis hermeneutic phenomenological study explored the con- DEAN ELDON FISH (1956-2007) A Tribute to Knowledge in LeadershipBeing a part of an award-winning dissertation is exciting and rewarding. Watching the study take shape and seeing the possibilities for how the resulting information could influence the way leaders make changes to organizational practices is the hope of any dissertation mentor and committee member involved. Such is the case with the work of Dean Fish, DBA (2007). No one expected Dean would pass on so quickly after completing his study and dissertation; yet he died on October 16, 2007. It was Dean's desire that his model of entropy would change the way leaders would approach post-merger and postacquisition integration. It is probably too soon after the publication of his original work to see application from his model produced either practically or in research. It is not too soon to explore those possibilities from leaders in the field of mergers and acquisitions, other academics, and practitioners. Given this framework as a background, it is my pleasure to propel his work forward within this symposium presentation, and the responses it may elicit. A series of verbatim excerpts from the dissertation follow that provide the background for the reader to understand the context of the resulting model. To preserve the authenticity of the actual dissertation, the corresponding subheader from the original work identifies each area below.

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Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research

Stahl

Angwin

Véry

et al. 2013

Thunderbird Intl Bus Rev

132

138

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International audienceDespite decades of research, the key factors for success in mergers and acquisitions (M&As) and the reasons why M&As often fail remain poorly understood. While attempts to explain M&A success and failure have traditionally focused on strategic and financial factors, an emergent field of inquiry has been directed at the sociocultural and human resources issues involved in the integration of acquired or merging firms. This research has sought to explain M&A performance and underperformance in terms of the impact that variables such as cultural fit, management style similarity, the pattern of dominance between merging firms, the acquirer's degree of cultural tolerance, and the social climate surrounding a takeover have on the postmerger integration process. In this article, we attempt to take stock of, and synthesize, the findings from research on sociocultural and human resources integration in M&A, to identify conflicting perspectives and unresolved questions as well as several underresearched areas, and then use our analyses to propose an agenda for the next stage of research in this fiel

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Leadership development as a vehicle for change during merger

Cited by 9 publications

References 0 publications

Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre‐ and Post‐M&A Connections for Improved Performance

Critical Success Factors through the Mergers and Acquisitions Process: Revealing Pre‐ and Post‐M&A Connections for Improved Performance

Symposium. Dean Eldon Fish (1956–2007): A tribute to knowledge in leadership. Improving post‐merger integration: A response to the work of Dean Eldon Fish. An information technology organizational perspective on post‐merger leadership

Sociocultural Integration in Mergers and Acquisitions: Unresolved Paradoxes and Directions for Future Research

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