Index
Advances in Mergers and Acquisitions
ISBN: 978-1-83753-861-4, eISBN: 978-1-83753-860-7
ISSN: 1479-361X
Publication date: 24 August 2023
This content is currently only available as a PDF
Citation
(2023), "Index", Cooper, C.L. and Finkelstein, S. (Ed.) Advances in Mergers and Acquisitions (Advances in Mergers and Acquisitions, Vol. 22), Emerald Publishing Limited, Leeds, pp. 179-185. https://doi.org/10.1108/S1479-361X20230000022012
Publisher
:Emerald Publishing Limited
Copyright © 2023 Cary L. Cooper and Sydney Finkelstein
INDEX
Absorptive capacity mechanism
, 34
Academic database
, 20
Acquirer
autonomy preservation approach
, 63
premature jocularity
, 63
Acquisitions
, 2, 157
addressing information asymmetries after acquisition announcement
, 9–11
addressing information asymmetries before acquisition announcement
, 7–9
of assembly
, 60–62
decision-making process
, 86
information asymmetries in
, 3–5
of mechanic
, 55–60
process
, 3, 52, 61, 81, 156, 170
Advisors
types of
, 72–73
value of
, 72
All-round communication programs
, 43–44, 47
Alliances
, 8, 84–86
Anti-identity
, 56
Arguments
, 117
Arm’s-length ties
, 3, 9–10
Assembly deal
, 61
Association of Business Schools (ABS)
, 159
top-quartile ranked by
, 176–177
Auction process
, 72
Authentic consultation
, 127
Autonomy preservation approach
, 52, 60
Baby boomers
, 68
Benevolence-based trust
, 45
Blueprint mentality
, 143
Board interlocks
, 9
Boolean operators
, 158–159
Boundary spanning mechanism
, 34
Business brokers
, 72
Cardinal Health’s acquisition of Cordis
, 2
Case study of entrepreneurial mechatronics company
, 53
Chinese acquirers
, 46, 48
turnover of key skilled workers at
, 44–45
Chinese CBMAs
in Germany
, 35
integration
, 46
Chinese Cross–Border M&A integration
all-round communication programs
, 43–44
case design
, 35–36
communication and knowledge transfer
, 34
competence-based trust
, 45–46
data collection and analysis
, 36
employee turnover and knowledge transfer
, 34
key findings
, 36
knowledge transfer in CBMAs
, 33
methods
, 35
theoretical background
, 33
trust and knowledge transfer
, 34–35
turnover of key skilled workers at Chinese acquirers
, 44–45
two-way knowledge transfer
, 42–43
Chinese knowledge
, 47
seekers
, 47
Chinese strategic investors
, 32–33, 35
CHIP (semiconductor company)
, 52
Circumplex model
, 162, 165
integrating circumplex model of emotions
, 167–168
Coevolution
, 104
Collegial ties
, 6
Communication
, 32
and knowledge transfer
, 34
Competence-based trust
, 35, 45–47
Complementary knowledge transferred for overseas synergies realization
, 43
Consolidation
, 70
Constructionism
, 115–116
Content analysis
, 107
Contexts
, 115
Cooperative competence mechanism
, 34
Corporate firms
, 132
Corporate social responsibility (CSR)
, 8, 21, 23–24
Corporate venture capital (CVC)
, 86
investments
, 84
investors
, 84
Cross-border M&As
, 21
Cultural integration
, 92, 98
Data collection
, 135–136
Databases
, 158
Deal duration
, 22
Deal execution
, 139
Deal valuation
, 21
Decision-making process
, 141
Demographic group
, 68
Dilemma
, 126
Dilemma of stake
, 114
approaching urgency in merger integration as
, 115–117
Diligence
, 7
Divested units
, 53
Divestitures
, 64
processes
, 52
Dominant logic mechanism
, 34
Due diligence process
, 21
EBSCO Discovery Services
, 158
Educational activity ties
, 9
Electric units
, 57
Email networks
, 106
Embedded ties
, 5
Emotions, integrating circumplex model of
, 167–168
Employees
, 99
attitudes and behaviors
, 96, 107
frustration
, 103
health
, 101
perceptions
, 94
reactions to merger processes
, 97–98
turnover and knowledge transfer
, 34
Environment, social, and governance (ESG)
, 21, 23
ESG-motivated deals
, 27
Equity-based strategic alliances
, 5
Family ties
, 9
Firms, moderating role of reputation of partners affiliated with
, 84–85
Foreign direct investment (FDI)
, 32
Formal embedded ties
, 7–8, 10
Generalizability
, 150
Gioia method
, 53
“Go Slow”
, 117
joke on speed of integration at change team meeting
, 117
Grief cycle
, 119
Grieving process
, 119
Gross domestic product (GDP)
, 68
Grounded theory approach
, 132, 135
Group Z (company)
, 36, 39, 43
training programs at
, 45
Heavy socialization mechanism
, 34
Human practices policies
, 48
Human resources (HR)
, 33
management
, 163
Incentivization
, 134, 140–141
Individual agency
, 103
Informal social ties
, 9
Informal ties
, 6
Information asymmetries
, 2, 6, 11, 78
in acquisitions
, 3–5
addressing information asymmetries after acquisition announcement
, 9–11
addressing information asymmetries before acquisition announcement
, 7–9
contextual conditions affecting
, 4–5
problem of
, 80
social ties as tools to address
, 5–6
typology of social ties-based solutions to
, 6
Information economics
literature
, 80
theory
, 78
Information symmetries
, 78
Informativeties
, 9
Integration
, 4
plans
, 9
process
, 116, 127
Integrative work approach
, 138, 143, 146
holistic responsibilities
, 143–144
market research
, 144
relationship management
, 144
Intensive communication policies
, 44
Intensive communication programs
, 44, 48
Inter-firm relationships
, 79, 84
Inter-organizational arrangements
, 8
Internal rate of return (IRR)
, 139
Internal stakeholders
, 118
International acquisitions
, 5
Inter–organizational relationships
choice of target firm
, 81–82
conditions affecting value of signals
, 82–85
directions for future research
, 85–86
of firms
, 81
M&A performance and potential to draw on signaling theory
, 85
matter
, 78–80
moderating role of being start-up firm
, 83–84
moderating role of reputation of partners affiliated with firms
, 84–85
signaling theory
, 80–81
Investment bankers
, 73
Investment hypothesis
, 144
Investment professionals
, 141
Johnson & Johnson (J&J)
, 2
Joint ventures (JV)
, 33
dominant transfer of product-related knowledge through
, 42
Journal Impact Factor (Journal IF)
, 159
Knowledge sharing
, 46
Knowledge transfer
in CBMAs
, 33
communication and
, 34
employee turnover and
, 34
process
, 33, 46–47
trust and
, 34–35
Leader–member–exchange (LMX)
, 103
Leisure activity ties
, 9
Light-touch integration approach
, 33
Linguistic inquiry and word count (LIWC)
, 107
Longitudinal network analysis techniques
, 105
Lower–Middle Market M&A
in practice
, 74–75
process, leadership, and statistics
, 70–72
research background
, 68–69
seller motivation
, 69–70
types of advisors
, 72–73
value of advisor
, 72
Machine-learning technique
, 25
Macro focus group interview
, 119
Managing directors (MDs)
, 36
Mapping agenda for future research
, 125–127
Market failure
, 2, 11
Mechanic
acquisition
, 55–60
deal
, 61
interviewees
, 56
management
, 56
unit
, 55
Merger appropriateness
, 95
Merger context
, 127
Merger implementation process
, 99
Merger integration
approaching urgency in merger integration as “dilemma of stake”
, 115–117
contextualizing urgency in
, 122
external context
, 123
internal context and forms of integration
, 122–123
political imperatives
, 124–125
public sector processes
, 123–124
and speed
, 114
Merger process
, 99, 116
Mergers and acquisitions (M&A)
, 20, 64, 81, 92, 104, 131
advisors
, 73
directions for future studies
, 27–28
failure
, 134
literature
, 156
methodology of literature review
, 20–21
performance and potential to draw on signaling theory
, 85
performance determinants
, 133
positioning M&A research for success
, 169–170
post-M&A phase
, 20
pre-M&A phase
, 20
process
, 68, 149
research
, 78
scholars
, 133
sustainability in post-M&A Phase
, 24–26
sustainability in pre-M&A phase
, 21–24
transactions
, 68
Method of payment
, 22–23
Methodological approach
, 157
Micro-foundations (MF)
, 156
change acceptance
, 165–166
change disengagement
, 163–165
change proactivity
, 166–167
change resistance
, 165
findings
, 161
integrating circumplex model of emotions
, 167–168
knowledge depth and breadth
, 170
methodology
, 158–161
need to explore positive emotions
, 168–169
positioning M&A research for success
, 169–170
Money-on-money multiple (MoM)
, 139
Multi-phased approach
, 158–159, 165–166
Multi-phased search approach
, 158
Multinational companies
, 53
National Center for the Middle Market
, 70
“Need for Speed”
, 119–122
Network mechanisms of contagion and convergence
, 99
Network patterning
, 104
New Zealand public sector
, 116
Operational systems
, 116
Organizational attachment
, 100
Organizational citizenship behavior (OCB)
, 102
Organizational climate and norms
, 103
Organizational collegial ties
, 6
Organizational commitment
, 100
Organizational failure
, 2
sources
, 3
Organizational identification
, 100
Organizational learning literature
, 79
Organizational phenomena
, 28
Organizational set–up
, 140
decision-making
, 141
incentivization
, 140–141
interdependencies
, 141
Organizational silence
, 98
Organizational turmoil
, 104
Organizations
, 100
Original to Mechanic
, 58–59
Original unit
, 55
Paradox
, 126
Perceived M&A performance
, 138, 145
deal execution
, 139–140
financial return
, 139
realized value creation
, 139
Perceived organizational support (POS)
, 101
Personal connections
, 9
Personal valence expectations
, 94
Positive emotions, need to explore
, 168–169
Post-acquisition integration process
, 32, 34, 52
Post-merger integration (PMI)
, 92, 99, 103
avenues for social network research in merger outcomes stage
, 101–102
avenues for social network research in merger processes stage
, 99–100
avenues for social network research in pre-merger stage
, 95–97
conditions
, 93–94
employee reactions to merger processes
, 97–98
expectations
, 94–95
future research directions
, 102–105
merger outcomes
, 100–101
practical advice on data collection
, 106–107
Post–M&A phase
impact of M&As on sustainability
, 25–26
post-M&A operating performance
, 25
sustainability orientation in post-M&A
, 24
sustainability role in
, 24
Pre-merger organization status
, 94
Precis (entrepreneurial mechatronics company)
, 52
case
, 62
scaling-up Precis
, 53
Pre–M&A phase
deal duration
, 22
deal valuation
, 21–22
due diligence
, 21
method of payment
, 22–23
stock market reactions
, 23–24
sustainability role in
, 21
Principal-agent theory
, 148
Private equity (PE)
, 70
data analysis
, 137
data collection
, 135–136
developing emergent theoretical model
, 145–147
findings
, 137
implications for practice
, 149–150
integrative work approach
, 143–144
investment
, 133–134
investors
, 139
limitations and future research opportunities
, 150
M&A Performance
, 133
methods
, 135
organizational set-up
, 140–141
perceived M&A performance
, 138–140
private equity investment
, 133–134
professional identity
, 142–143
professionals
, 147
research design
, 135
theoretical background
, 133
theoretical implications
, 148–149
transactions
, 134
Proactivity themes
, 166
Process statistics
, 68
Product-related knowledge through JV, dominant transfer of
, 42
Professional identity
, 142
critical view
, 142–143
excellence
, 142
mindset
, 143
Public sector
managing mergers in
, 123
processes
, 123–124
R&D alliances
, 86
Radar
, 60
Relational disconnection
, 57, 60
Relationship management
, 146
Reputation of partners affiliated with firms, moderating role of
, 84–85
Researchers
, 106
Risk mitigation approach
, 167
Scaling–up Precis
, 53
data collection and analysis
, 53–55
Scholars
, 27
Scopus
, 158
Second-order themes
, 137
Seller’s experience
, 68
Selling
company industries
, 69
process
, 73
Sentiment analysis on emails
, 107
Signaling mechanism
, 80–82, 85
Signaling theory
, 80–81
M&A performance and potential to draw on
, 85
Signals, conditions affecting value of
, 82
Social and governance performance
, 22
Social capital literature
, 79
Social community mechanism
, 34
Social integration
, 98
Social investment
, 21
Social networks
, 92, 96
analysis
, 92
avenues for social network research in merger outcomes stage
, 101–102
avenues for social network research in merger processes stage
, 99–100
avenues for social network research in pre-merger stage
, 95–97
integration
, 92
perspective
, 102
researchers
, 106
studies on PMI
, 107
Social performance
, 21
Social ties
, 3
contextual conditions affecting information asymmetries
, 4–5
information asymmetries in acquisitions
, 3–5
managerial considerations
, 11–12
research implications
, 12
theoretical background
, 3
as tools to address information asymmetries
, 5–6
typology of social ties-based solutions to information asymmetries
, 6–11
Socially responsible investing (SRI)
, 23
Special ties
, 6
Speed of integration at change team meeting, joke on
, 117
Stakeholders
, 8, 11, 127
Star module
, 62
Star Project
, 61
Start-up firm, moderating role of being
, 83–84
Stochastic Actor-Oriented Model (SAOM)
, 105
Stock market reactions
, 23–24
Strategic disconnection process
, 61
Strategic management
literature
, 78
perspective of strategic management theories
, 78–80
Sustainability
, 20
proxy of
, 22
role in post-M&A Phase
, 24–26
role in pre-M&A phase
, 21–24
Synergy
, 85
Temporal Exponential Random Graph Model (TERGM)
, 105
Thematic analysis
, 36
Thomson Reuters Corporate Responsibility Ratings (TRCRR)
, 27
Transitional agreements (TSAs)
, 63
Triadic process
, 64
acquisition of assembly
, 60–62
acquisition of mechanic
, 55–60
scaling-up Precis
, 53
Trust and knowledge transfer
, 34–35
Trustworthiness
, 34
Turnover of skilled workers
, 44
at Chinese knowledge seekers
, 47
Two-way knowledge transfer
, 42–43
complementary knowledge transferred for overseas synergies realization
, 43
dominant transfer of product-related knowledge through JV
, 42
Uncertainty
, 120
Urgency
, 126
approaching urgency in merger integration as “dilemma of stake”
, 115–117
arguments
, 117–125
contextualizing urgency in merger integration
, 122
of integration
, 116
mapping agenda for future research
, 125–127
merger integration and speed
, 114
US firms
, 23
US middle market
, 68
Web of Science
, 158
Wu Wei paradigm
, See Light-touch integration approach
- Prelims
- Chapter 1: Addressing Information Asymmetry in Acquisitions: The Role of Social Ties
- Chapter 2: The Role of Sustainability in Mergers & Acquisitions: A Literature Review
- Chapter 3: Effects of Human Factors on Knowledge Sharing During Chinese Cross-Border M&A Integration: A Dual-Case Study
- Chapter 4: A Triadic Process View of Divestors, Targets, and Acquirers
- Chapter 5: Private Company Seller Perspectives in Lower-Middle Market M&A
- Chapter 6: Acquirer's Search for a Partner: The Role of Inter-Organizational Relationships
- Chapter 7: A Review and Future Research Opportunities of The Post-Merger Integration Research Using The Social Network Perspective
- Chapter 8: Reflections on Urgency in Mergers and Acquisitions: Views, Reviews, and Directions for Future Research
- Chapter 9: How Private Equity Investors Drive M&A Performance
- Chapter 10: Micro-Foundations in Mergers and Acquisitions Research: Exploring The Case of Emotions
- Index