Bampton, Roberta

Boateng, Agyenim

Mergers have become part of the business landscape and a popular strategic choice for companies’ growth and expansion. To quote Jemison and Sitkin (1986; p. 107), ‘the use of acquisitions to redirect and reshape corporatestrategy has never been greater.’ Yet despite the popularity and strategic importance of mergers and acquisitions, several major consulting, advisory services firms and academics have reported that about 60–80% of all mergers are financial failures when measured in terms of their ability to deliver profit increases or wealth gains (KPMG, 1999; Mergerstat, 2000; PricewaterhouseCoopers, 2000; Henry, 2002). Mergers and acquisitions (M&amp;A)are clearly beset by numerous problems and the issue of mergers and acquisitions’ failure is central to research in M&amp;A studies

Integrating management accounting systems in mergers and acquisition: the role of management accountants

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