Post-Acquisition Performance: Contingency Of Acquisition Strategy

Figure 1 Method

by Elsevier Ltd.
This publication concerns the relationship between acculturation in acquisitions (X1), the acquirer’s acquisition strategy (X3), and organizational integration (X2) between acquirer and target organizations, as well as their interactive effect (X1X2X3) on post-acquisition performance. The empirical results drawn by 154 acquisitions in the Taiwanese electronics and information sector reveal the existence of three-way interaction. […] Read more

Post Acquisition Integration Handbook 2011

by Baker & McKenzie
Companies active in the mergers and acquisitions market are realizing that the real challenge when acquiring a new business starts only when the deal closes and are focusing more attention on how they best derive value from their acquisitions. Where the existing and target businesses operate in the same or complementary fields, it is almost always the case that the acquiror desires to integrate the two businesses in order to save costs, develop synergies and generate value for its shareholders. […] Read more

Post Acquisition Integration Handbook 2011

by Baker & McKenzie
Companies active in the mergers and acquisitions market are realizing that the real challenge when acquiring a new business starts only when the deal closes and are focusing more attention on how they best derive value from their acquisitions. Where the existing and target businesses operate in the same or complementary fields, it is almost always the case that the acquiror desires to integrate the two businesses in order to save costs, develop synergies and generate value for its shareholders. […] Read more

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