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Anatomy of a Merger: Behavior of Organizational Factors - Research Paper Example

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The research paper “Anatomy of a Merger: Behavior of Organizational Factors” seeks to evaluate mergers and acquisitions, which have become a popular form of corporate development as liberalization and globalization have changed the business environment…
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Anatomy of a Merger: Behavior of Organizational Factors
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Download file to see previous pages Worldwide acquisitions hit an all-time high of $3.7trillion in 2006 but the literature suggests that most acquisitions fail (Barkema & Schijven, 2008). People are the key to integrating a new organization into an existing one. While acquisitions are based on presumed benefits, there are several issues that face companies post-acquisition. Acquisitions can be categorized into four different types and each has a different approach towards integration and success (Early, 2004). The first is the acquisition of new skills and products which becomes essential during acquisition. The second is the market roll-up when a series of acquisitions take place as geographic expansions. The third is when consolidation takes place in a mature market as in the case of BP’s acquisition of Amoco. The fourth is the transformation acquisition such as AOL’s acquisition of Time Warner. Hence the issues that arise post-acquisition could be that the acquiring company may want to consolidate the acquired company totally into its own system but this is not practical because the acquiring firm must be open to learning new skills and products. If this is not done, the acquiring firm may be able to take only limited advantage of central and shared services. Johnson (2002) contends that post-acquisition issues could involve one of the following – employees of the acquired business, post-acquisition operating results, business systems integration and unanticipated liabilities. All of these issues are interrelated because if the employees are not handled properly business system integration suffers. The acquisition process consists of many interdependent sub-activities such as due diligence, negotiation, financing, and integration. There is a high level of heterogeneity in the deals and no two deals are the same. Some firms or people believe that experience effects are always positive and hence they fail to acknowledge that experience can even be detrimental when transferred to a setting where previous lessons do not apply (Barkema & Schijven, 2008). Secondly, experience need not always translate into learning and more deliberate actions may be needed for learning to take place. The acquiring firms usually focus on their own learning disregarding the learning of the firm acquired. Literature suggests that firms only learn if new experience is related to what they already know. Integration again can be task integration and human integration.   ...Download file to see next pagesRead More
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