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Mergers and acquisitions (M&As) are events that attract
considerable interest from academics and practitioners, and much
research has been conducted into their impact on individuals,
organizations and societies. Yet, despite all the existing research
and the varied theoretical and methodological approaches employed,
there remains more to learn about M&As. The Routledge Companion
to Mergers and Acquisitions takes a detailed look at this
multifacted subject using a novel framework of four domains -
substantive issues, contextual issues, methodological issues and
conceptual issues. Drawing on the expertise of its international
team of contributors, the volume surveys the state of the field,
including emerging and cutting-edge areas such as social network
analysis and corporate branding. This Companion will be a rich
resource for students, researchers and practitioners involved in
the study of M&As, and organizational and strategic studies
more widely.
Corporate restructuring (acquisitions, alliances and divestment) is
a visible form of corporate strategy. For example, firm investments
in buying and selling assets exceed the gross domestic product of
the majority of nations. Most research in this area examines
acquisitions, but informing practice is limited by examining
acquisitions in isolation or using a narrow focus. For example, a
lingering problem is that average acquisition performance is
consistently around zero, suggesting a need to identify practically
relevant relationships. In addressing this need, research on three
fundamental questions is covered: 1) How do acquisitions relate to
other corporate strategy options?; 2) What helps to predict
acquisition performance?; and 3) What are persistent acquisition
research issues? The first question is intended to overcome a
research limitation that acquisitions are often examined
independent of other corporate strategies, including internal
development, alliances, and divestment. The second question
addresses novel relationships associated with the primary focus of
acquisition research in examining what drives acquisition
performance. The third question reflects on the underlying
complexity of the phenomenon that makes it a challenge to identify
what drives acquisition performance. Overall, the intent of
presenting ideas on these fundamental questions is to illustrate
promising areas for future research. This book presents the latest
state of knowledge on the topic and will be of interest to
researchers, academics, and advanced students in the fields of
strategic management, international business, and organizational
studies.
The process of identifying and evaluating a target firm, completing
a deal after its negotiation and announcement, and then integrating
a target firm after legal combination is a multi-year process with
uncertain returns to acquiring firms. Research on mergers and
acquisitions (M&As) is progressing rapidly yet it remains
fragmented across multiple research perspectives that largely
examine different acquisition phases separately and coincide with a
focus on different research variables. As a result, research
fragmentation means that a researcher in one area may be unaware of
research from related areas that is likely relevant. This
contributes to research silos with M&A research displaying
different traditions, starting points, and assumptions. Mergers and
Acquisitions: A Research Overview summarizes the frontier in
M&A research and provides insights into where it can be
expanded. It undertakes the needed integration and reconciliation
of research in order to derive practical knowledge for managing
acquisitions from beginning to end, providing a summary of what is
known and its implications for future research. This concise
overview reconciles and integrates the state of the art in our
understanding of mergers and acquisitions, providing an essential
first stopping point in the research journey of students and
scholars working in this area.
The process of identifying and evaluating a target firm, completing
a deal after its negotiation and announcement, and then integrating
a target firm after legal combination is a multi-year process with
uncertain returns to acquiring firms. Research on mergers and
acquisitions (M&As) is progressing rapidly yet it remains
fragmented across multiple research perspectives that largely
examine different acquisition phases separately and coincide with a
focus on different research variables. As a result, research
fragmentation means that a researcher in one area may be unaware of
research from related areas that is likely relevant. This
contributes to research silos with M&A research displaying
different traditions, starting points, and assumptions. Mergers and
Acquisitions: A Research Overview summarizes the frontier in
M&A research and provides insights into where it can be
expanded. It undertakes the needed integration and reconciliation
of research in order to derive practical knowledge for managing
acquisitions from beginning to end, providing a summary of what is
known and its implications for future research. This concise
overview reconciles and integrates the state of the art in our
understanding of mergers and acquisitions, providing an essential
first stopping point in the research journey of students and
scholars working in this area.
Mergers and acquisitions (M&As) are events that attract
considerable interest from academics and practitioners, and much
research has been conducted into their impact on individuals,
organizations and societies. Yet, despite all the existing research
and the varied theoretical and methodological approaches employed,
there remains more to learn about M&As. The Routledge Companion
to Mergers and Acquisitions takes a detailed look at this
multifacted subject using a novel framework of four domains -
substantive issues, contextual issues, methodological issues and
conceptual issues. Drawing on the expertise of its international
team of contributors, the volume surveys the state of the field,
including emerging and cutting-edge areas such as social network
analysis and corporate branding. This Companion will be a rich
resource for students, researchers and practitioners involved in
the study of M&As, and organizational and strategic studies
more widely.
This book integrates two different but equally prominent themes in
the management field: mergers and acquisitions (M&As) and
corporate social responsibility (CSR). It explores questions such
as whether strategic goals overlap or conflict with sustainability
choices, what the strategic and sustainability tensions are
confronting expanding companies, and whether these companies can
grow and be socially responsible for a variety of stakeholders. The
authors provide a fresh perspective on the study of acquisitions,
aiming to inspire the M&A field and using examples from
different global and institutional contexts in both developed and
developing economies. This ground-breaking book addresses the gap
that has existed between acquisitions on the one hand and social
responsibility and sustainability on the other, for an integrative
perspective on enacting M&As and achieving the triple
people-planet-profits bottom line.
It is time that Congress, DOD and the Army end the confusion
surrounding the usage of Federal troops within the United States
and that they create an effective strategy for the timely
integration of Federal forces with local and state efforts after a
natural or man-made disaster occurs. This thesis lays out five
major recommendations for policy makers. First, the Federal
military must learn to efficiently support the National Guard,
rather than prepare to assume their duties and responsibilities.
Second, the Posse Comitatus Act, in its current form, has outlived
its usefulness. The PCA must be updated to distinguish between
combat and non-combat Federal forces. Third, a domestic War Powers
Act is needed to lower the partisan politics surrounding the usage
of Federal troops, while establishing checks and balances to
prevent Presidential abuse. Fourth, Congress should spell out in
clear language the dominant role local and state authorities have
in responding to disasters. Federal organizations cannot respond
fast enough to fill this role. Last, the Army must designate the
Combined Arms Center (CAC) as the Army proponent for Defense
Support to Civil Authorities (DSCA) operations, and make CAC
responsible for managing all DOTMLPF related issues.
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