Mergers and acquisitions remain one of the most common forms of growth, yet they present considerable challenges for the companies and management involved. The effects on stakeholders, including shareholders, managers and employees, must be considered as well as the wider implications for the economy, the level of competition and employment.

By drawing on classic research perspectives and placing them alongside more recent alternatives, this book provides readers with a focused yet far-reaching introduction to the study of M&As. Each paper is set in context by editorial commentaries and reflects the important organizational and behavioural aspects which have often been ignored in the past. By providing this in-depth understanding of the mergers and acquisitions process, the reader understands, not only how and why mergers and acquisitions occur, but also the broader implications for organizations.

The book is structured clearly into sections concerned with the issues that arise before, during and after the mergers and acquisitions process including motives and planning, partner selection, integration, employee experiences and communication.

A unique collection of selected readings and contextualising commentary, this volume will greatly appeal to MBA and graduate students as well as experienced practitioners.

chapter |2 pages


ByAnnette Risberg

section |5 pages

Section one Why do firms engage in mergersand acquisitions?

chapter |13 pages

Merger Motives and Merger Prescriptions

from Strategic Management Journal (1990)
ByFriedrich Trautwein

chapter |10 pages

Not All M&As Are Alike: And That Matters

from Harvard Business Review (2001)
ByJoseph L. Bower

section |7 pages

Section two selecting your partner

chapter |15 pages

Merger Strategies and Stockholder Value

from Strategic Management journal(1987)
ByMichael Lubatkin

chapter |17 pages

Organizational Fit and Acquisition Performance: Effects of Post-acquisition Integration

from Strategic Management Journal (1991)
ByDeepak K. Datta

section |6 pages

Section three Integrating the two organizations

chapter |15 pages

Corporate Acquisitions: A Process Perspective

from Academy of Management Review (1986)
ByDavid B. Jemison, Sim B. Sitkin

chapter |14 pages

Acculturation in Acquired Organizations: A Force-field Perspective 1

from Human Relations (1994)
ByPriscilla M. Elsass, John F. Veiga

chapter |15 pages

When Cultures Collide: The Anatomy of a Merger 1

from Human Relations (1985)
ByAnthony F. Buono, James L. Bowditch, John W. Lewis

section |6 pages

Section four Employee reactions and experiences of mergers and acquisitions

chapter |6 pages

The Merger Syndrome

from Psychology Today (1986)
ByMitchell Lee Marks, Philip Harold Mirvis

chapter |15 pages

Shared and Multiple Realities in Acquisitions: An Empirically Based Critique of Merger and Acquisition Literature

from Nordiske Organisasjonsstudier(2003)
ByAnnette Risberg

chapter |12 pages

Experiencing Mergers:A Woman's Eye View

from Women's Studies International Forum (2002)
ByGráinne Collins, James Wickham

section |5 pages

Section five Communication during the merger and acquisition process

chapter |10 pages

Common Patterns of Behavior and Communication in Corporate Mergers and Acquisitions

from Human Resource Management (1987)
ByDavid T. Bastien

chapter |17 pages

Communication with Employees Following a Merger: A Longitudinal Field Experiment

from Academy of Management Journal (1991
ByDavid M. Schweiger, Angelo S. Denisi

chapter |13 pages

Merger as Marriage: Communication Issues in Postmerger Integration

from Health Care Management Review (2003)
ByKevin J. Dooley, Brenda J. Zimmerman

part |12 pages


chapter |10 pages

Nordea Markets: Socio-cultural Integration Challenges

ByIngmar Björkman, Eero Vaara