Why Mergers and Acquisitions Fail?

Kumar, Vinod; Sharma, Priti

doi:10.1007/978-981-13-5829-6_10

Cited by 4 publications

(4 citation statements)

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“…However, this remains rare in companies, as is evident from the paucity of CEOs who consider the cultural fit between their company’s purpose and the purpose of an merger and acquisition (M&A) or joint venture (JV) target an important decision criterion (PWC, 2016). The high incidence of M&A failures serves as testament to how important and costly overlooking these “softer” aspects may be (Fernandes, 2019; Koi-Akrofi, 2016; Kumar & Sharma, 2019).…”

Section: Drivers Implementation and Context Of Purposementioning

confidence: 99%

Purpose in the For-Profit Firm: A Review and Framework for Management Research

George

Haas

McGahan

et al. 2021

Journal of Management

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Purpose is a concept often used in managerial communities to signal and define a firm’s benevolent and pluralistic approach to its stakeholders beyond its focus on shareholders. While some evidence has linked purpose to positive organizational outcomes such as growth, employee satisfaction, innovation, and superior stock market performance, the definition and application of purpose in management research has been varied and frequently ambiguous. We review literature streams that invoke purpose in the for-profit firm and propose a unifying definition. Next, we develop a framework to study purpose that decouples its framing and formalization within firms from its realization, thus helping to avoid conflation of the presence of purpose with positive organizational outcomes. The framework also highlights internal and external drivers that shape the framing of purpose as well as the influence of the institutional context on its adoption and effectiveness. Finally, we provide a rich agenda for future research on purpose.

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Section: Drivers Implementation and Context Of Purposementioning

confidence: 99%

Purpose in the For-Profit Firm: A Review and Framework for Management Research

George

Haas

McGahan

et al. 2021

Journal of Management

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“…Given the increasing importance of M&A, numerous studies have been conducted to determine how M&A influenced company's performance. Several studies have focused on the activities and effects of M&A, such as analyzing why M&A fail [5], what the main determinants of successful M&A are [6,7] and how the merging companies have changed in terms of their operational, cultural, and financial perspectives. However, despite the significance of prior studies, there is a surprising lack of research on how M&A occur.…”

Section: Introductionmentioning

confidence: 99%

Identifying Patterns of Mergers and Acquisitions in Startup: An Empirical Analysis Using Crunchbase Data

Lee

Geum

2023

IEEE Access

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With the rise of startup industries, mergers and acquisitions (M&A) have recently gained prominence as a successful exit strategy. To address the limitation of previous research that focused solely on post-M&A performance, this study focuses on identifying M&A patterns by providing a taxonomy on startup M&A cases. This study gathers M&A transaction data from the Crunchbase website, as well as information on both acquired and acquiring firms. We then calculate the similarities and differences between the two to characterize the M&A types. K-means clustering has been used to identify patterns, along with extensive exploratory data analysis and visualizations. As a result, five clusters have been identified: technology-focused field expansion, location-based, needs-based & scale up, for synergy, and potentialfocused M&As. Our study contributes to existing literature in that it is, to our knowledge, the first to provide data-driven taxonomy for M&A patterns, attempting to provide general understanding of how M&As occur in practice.

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“…According to extant research, “culture” is a crucial factor that influences GAM relationships, although little research has been undertaken on the impact of cultural influences on GAM (Fletcher and Fang, 2006; Jean et al , 2015; Yip and Madsen, 1996). The failure of the merger between Daimler–Chrysler and Sprint–Nextel, which resulted in the loss of billions of dollars in shareholder value, was completely attributable to organizational culture conflicts (Kumar and Sharma, 2019; Nguyen and Kleiner, 2003). Numerous theoretical models of organizational culture have been established in the literature, but few of them have been used in a practical cross-cultural business context (Bouwman, 2013).…”

Section: Introductionmentioning

confidence: 99%

The cultural factors in global account management: the case of Indian buyers and German suppliers

Kadam

Niersbach

Ivens

2022

JBIM

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Purpose This study aims to investigate the cultural factors that influence global account management (GAM) in the context of Indian buyers and German suppliers from a wide perspective. Design/methodology/approach After conducting a critical literature review on key account management (KAM), GAM and organizational culture, the authors conducted an exploratory case study with 23 global account managers (GA managers) who work for German-based multinational companies and manage global accounts from India. The results of a qualitative data analysis are demonstrated using consensus and template methods. Findings The findings of this study indicate that language, communication, the concept of time, conflict avoidance, organizational structure, decision-making, trust and relationship are among the cultural factors that can influence GAM in a German and Indian context. Research limitations/implications Given the substantial cultural disparities between Northern India and Southern India, it is especially difficult to generalize cultural factors in GAM. On the other hand, these factors can be used as a prerequisite for the development of cultural dimensions when collaborating with individuals and organizations from diverse cultures. Practical implications This research is essential for global sales managers, GA managers and executives who intend to collaborate with Indian buyers or suppliers. Originality/value Prior business-to-business marketing literature on KAM and GAM has been mostly on the western context. This study is the first step in examining the cultural effect on GAM relationships between Indian and German organizations.

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Why Mergers and Acquisitions Fail?

Cited by 4 publications

References 0 publications

Purpose in the For-Profit Firm: A Review and Framework for Management Research

Purpose in the For-Profit Firm: A Review and Framework for Management Research

Identifying Patterns of Mergers and Acquisitions in Startup: An Empirical Analysis Using Crunchbase Data

The cultural factors in global account management: the case of Indian buyers and German suppliers

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