An overview of three decades of mergers and acquisitions research

Mergers and acquisitions (M&A) have long attracted managers’ attention and have been researched in different perspectives and using different theories. In this study we grasp the wealth of extant research in the field of M&As. We conducted a bibliometric study of 635 articles on strategic management and international business research published in 34 highly ranked management journals between 1983 and 2012. We performed citation, co-citation and factor analyses to uncover the issues examined by scholars, the main theoretical approaches and themes researched. The results show a relative shift from economic and financial approaches to knowledge-based and organizational learning perspectives in recent years. There was also an evolution from assessing the performance of firms after an M&A to seeking an understanding of what may drive synergy creation after the integration process. Furthermore we observed an increasing interest in cross-border M&As. We discuss our findings, identifying gaps and suggesting paths for future research.info:eu-repo/semantics/publishedVersio

Three decades of strategic management research on M&As: Citations, co-citations, and topics

Merger and acquisitions (M&As) strategies have been growingly deployed by firms for their domestic and international expansion, to redefine their business scope or take advantage of emerging opportunities. In this paper we conduct a bibliometric study of the extant strategy research on M&As, assessed by the articles published in the main journal for strategic management studies over the period 1984-2010. Results reveal the highest impact works (articles and books), the intellectual ties among authors and theories that form five main clusters of research, and the topics delved into. Performance effects, M&As as diversification strategies and RBV and capabilities-based topics have dominated the extant research. The study contributes to the extant knowledge on M&As by taking stock of the accumulated knowledge and research direction, complementing other literature reviews with a strategic management specific perspective. Thus, we provide a rear view of the field which facilitates detecting untapped gaps that may be munificent avenues for future research.info:eu-repo/semantics/publishedVersio

Increasing the effectiveness of mergers and acquisitions within the management consulting industry

School of Managemen

Do Acquirer Capabilities Affect Acquisition Performance? Examining Strategic and Effectiveness Capabilities in Acquirers

This paper examines acquisition performance from the perspective of acquirer capabilities. It argues that the strategic capabilities underpinning a firm’s competitive strategy can be utilized to create economic value in acquisitions. Acquirers with strong cost leadership capabilities are expected to leverage these capabilities to reduce post-acquisition costs as they integrate acquisition targets. Acquirers with strong differentiation capabilities are expected to utilize their strategic capabilities to increase post-acquisition revenues by improving branding, product design, sales, and services in their targets. We also explore the affect of an acquirer’s effectiveness capabilities on acquisition performance. Lastly, we examine how acquirer’s organize these capabilities, either at the business unit or corporate-level, in order to maximize their affect on acquisition performance. Based on a sample of 204 horizontal acquisitions occurring in the banking industry, we find support for the link between acquirer cost leadership capabilities and post-acquisition cost reduction. Acquirer effectiveness capabilities are associated with improvements in post-acquisition revenues and profitability. We conclude that a better understanding of the competitive capabilities of acquirers is important to understanding acquisition performance. This contributes directly to horizontal acquisition research, but can be extended to several areas of strategy research on M&As including: diversifying acquisitions, acquirer experience, and how acquirers can avoid “synergy traps”.Acquisitions ; Acquirer Capabilities ; Strategic Capabilities ; Effectiveness Capabilities ; Acquisition Performance

Enhancing the Benefits for India and Other Developing Countries in the Doha Development Agenda Negotiations

When firms from developed markets acquire firms in emerging markets, marketcapitalization-weighted monthly joint returns show a statistically significant increase of 1.8%. Panel data estimations suggest that the value gains from cross-border M&A transactions stem from the transfer of majority control from emerging-market targets to developed market acquirers—joint returns range from 5.8% to 7.8% when majority control is acquired. Announcement returns for acquirer and target firms estimate the distribution of gains and show a statistically significant increase of 2.4% and 6.9%, respectively. The evidence suggests that the stock market anticipates significant value creation from cross-border transactions that involve emerging-market targets leading to substantial gains for shareholders of both acquirer and target firms.

Performance Implications of Firm Resource Interactions in the Acquisition of R&D-Intensive Firms

We explore the role of resource interactions in explaining firm performance in the context of acquisitions. Although we confirm that acquisitions do not lead to higher performance on average, we do find that complementary resource profiles in target and acquiring firms are associated with abnormal returns. Specifically, we find that acquiring firm marketing resources and target firm technology resources positively reinforce (complement) each other; meanwhile, acquiring and target firm technology resources negatively reinforce (substitute) one another. Implications for management theory and practice are identified

Value creation in European M&As.

This paper looks at the value generated to shareholders by the announcement of mergers and acquisitions involving firms in the European Union. Target firm shareholders receive on average a statistically significant excess return of 9%. Acquirers' excess returns are null on average. Excess returns differ significantly depending on whether the merger involves two firms from the same European country or is a cross-border transaction. Cross-border transactions generate less total value than national mergers. Furthermore, when a cross-border merger occurs in an industry in which governments historically have been actively involved, the transaction results in a net destruction of value to shareholders.Cross-border mergers; shareholder returns; value creation; regulation