Index
Advances in Mergers and Acquisitions
ISBN: 978-1-78973-600-7, eISBN: 978-1-78973-599-4
ISSN: 1479-361X
Publication date: 17 June 2019
This content is currently only available as a PDF
Citation
(2019), "Index", Cooper, C.L. and Finkelstein, S. (Ed.) Advances in Mergers and Acquisitions (Advances in Mergers and Acquisitions, Vol. 18), Emerald Publishing Limited, Leeds, pp. 139-145. https://doi.org/10.1108/S1479-361X20190000018010
Publisher
:Emerald Publishing Limited
Copyright © 2019 Emerald Publishing Limited
INDEX
Absorptions
, 4, 115–116
Accounting due diligence
, 105
Acquirer(s)
, 40
characteristics
, 45
embeddedness matters
, 45
Acquirors
, 34
Acquisition
, 84, 89, 91–92
financial advisors on
, 43
firm
, 23
heterogeneity in
, 84–86
issues
, 90–91
post-acquisition
, 18, 91
pre-acquisition
, 18, 91
querying
, 92
strategic
, 93
Adaptation
, 7, 120
Advisor reputation
, 33–34, 43, 45
implications
, 34
IPO performance
, 33
in M&A
, 35
negative influence
, 28
transactions
, 34–35
Advisors
, 28–29, 33, 41
in finance literature
, 32–38
future research agenda regarding M&A advisors
, 41–45
literature search
, 31–32
in M&A process
, 30–31
in management literature
, 37–42
reputation on IPO performance
, 28
Agency theory
, 28, 37, 41
Amalgamations
, 112, 114–116
Anthropologists
, 130
Assimilation
, 131
Audit
, 104–105
M&A advisors
, 30–31
Australian Competition and Consumer Commission (ACCC)
, 68, 70, 73, 78–79
Australian Competition Tribunal (ACT)
, 68, 70, 73, 75–76, 78–79
“Bank-initiated” deal
, 30, 36
“Bargaining power” hypothesis
, 34
Behavioral due diligence
, 3
“Better merger” hypothesis
, 34
Board interlocks
, (see also Mergers and acquisitions (M&As)), 16
as connections
, 18
contributions
, 24
limitations and future research directions
, 20–21
network structures affecting pre-and post-acquisition phase
, 22
review methodology
, 17–18
review typology on effect of
, 17
as structures
, 21–23
Bottom-up approach
, 114–115, 127
Boutique investment banks
, 34, 44–45
Brokerage positions
, 18, 21, 23
Business(es)
, 112
business-related issues
, 90
discipline journals
, 32
due diligence processes
, 105
research questions on buying
, 2–5
research questions on combining
, 5–9
Centre for Family Enterprise and Ownership (CeFEO)
, 92
Chief executive officer (CEO)
, 3, 8, 32, 56
Citizens
, 112, 117–120
democratic
, 112
reactions
, 117
City
, 111–113
administrators
, 118
changes in city management
, 113–114
Combination
forms
, 4–5
mindsets
, 6–7
partners
, 6
Competing value bases
, 130–132
Competitors
, 3, 19, 70, 76–79
Consumers
, 112, 120
Contestable and contested values
, 135–136
Continuous monitoring and assessment
, 105
Conventional investment appraisal techniques
, 101
Corporate
governance
, 54, 56
law firms
, 31
social responsibility
, 126, 133
Cross-border
acquisitions
, 30–31
combinations
, 9
competition
, 120
Cultural/cultures
, 130–131
clashes
, 8–9, 116–117
clones
, 8
due diligence
, 3
ethical framework
, 126–127
fit
, 131
learning
, 8
studies
, 130
Cumulative abnormal returns (CAR)
, 33–34, 36, 44, 54
Decision-making
, (see also Strategic investment decision-making processes (SIDM processes))
biases
, 4
investment
, 103
process
, 19, 23, 28, 92, 103
protocols and procedures
, 101
quality
, 19
Deculturation
, 131
Diversity
M&As research on
, 53–58
management
, 52–53
merger impact on
, 57–58
in organizations
, 52–53
Documentary data
, 68
Due diligence
behavioral and cultural
, 3
on behavioral and culture factors
, 2
process
, 31, 44, 100
on SIDM processes
, 104–107
traditional membership
, 4
Dynamic values
, 134–135
Earnings before interest and tax (EBIT)
, 69
EBSCO
, 53
Economic(s)
, 127
analysis
, 128
growth
, 113
legacy of economic theory
, 128–130
values
, 127, 132
Embeddedness
, 29, 40–41, 44
with advisor
, 44
network
, 17
social
, 39
target
, 45
theoretical mechanisms
, 37, 41
“Empire-building” acquirer
, 34
Employees
, 5, 6, 11, 52, 56–57, 102, 105, 116, 118, 131–132
Equality work, merger impact on
, 57–58
Ethics
, 127, 135
Expected performance effects
, 37, 40
Family
dynamics
, 85
events
, 85, 89–90
functions
, 84–85
interactions
, 85
ownership
, 89–90
structures
, 84
Family businesses
acquisition issues
, 90–91
building family business, M&A research agenda
, 91–93
business-related issues
, 90
family firms
, 83–84
family-related issues
, 89–90
heterogeneity in family firms and acquisitions
, 84–86
method
, 86–88
research domains
, 88–89
reviewed papers and classification
, 97–98
state of art in family business M&A research
, 88
Finance literature
documents
, 37
M&A advisors in
, 32–38
Financial advisors
, (see also Advisors)
on acquisitions
, 43
in M&A
, 28
Financial/finance
analysis of investment projects
, 101–103
consideration
, 100
control
, 100
due diligence processes
, 105
M&A advisors
, 30
perspective
, 84
scholars
, 28
Firm(s)
acquisitions
, 23
gain acquisition experience
, 36
with reputable advisors
, 33
size
, 85
Forms of value
, 126, 133, 135
Gender
merger and acquisition research on
, 53–58
in organizations
, 52–53
General management journals
, 31–32
Global cities
, 112
Global urban
, 119–120
“Good city”
, 120
Governance
, 4, 85–86
advisors for institutional investors
, 74
corporate
, 54, 56
institutional changes in city
, 119
model
, 89–90
network-based urban
, 113
Heterogeneity in family firms and acquisitions
, 84–86
Human capital
, 20, 132, 135
Human resource(s)
, 132
management
, 131
values in
, 130–132
In-group bias
, 8
In-house
acquisitions
, 35–36
transactions
, 35
Inclusion
, 53, 59, 128
social
, 113
Information
asymmetries
, 28, 32–33, 85
shortage
, 18
Institutional
perspective
, 118–120
theory
, 93
Intangible experience and knowledge
, 18
Integration
due diligence
, 105
mode
, 131
practices
, 56
values
, 133
Intellectual capital
, 135
Interfirm linkages
, 20–21
Internal rate of return
, 101
Interventions
, 4, 6–7
acculturative
, 7
behavioral
, 7
deep culture learning
, 8
Investment
appraisal
, 100
bankers
, 34
decisions
, 101, 104
Investment bank(ing)
, 30, 37, 39
advisor
, 36
demand
, 32
reputation
, 34–35
IPOs
, 32–33, 90
Joint venture (JV)
, 4, 75, 78, 101, 112
Leadership
, 117
Lean and non-interventionist local government
, 113
Learning
from current combinations to managing future ones
, 10
to managing transitions
, 9
vicarious
, 40
Legacy
of economic theory
, 128–130
of social theory
, 130–132
Legal
due diligence
, 105
M&A advisors
, 30–31
Liquidity
, 33
Management
, (see also Strategic management)
control
, 102–103
M&A advisors
, 30–31, 37–42, 44
scholars
, 29
Managerial intuition
, 104
Managerial judgment
, 104
Masculine behavior
, 54
Merger Syndrome
, 5–6
Merger(s)
, 68
impact
, 51–52, 56–58
motives
, 114–116
Mergers and acquisitions (M&As)
, (see also Advisors), 2, 4, 15, 66, 83–84, 87, 101, 112, 126
behavioral and cultural due diligence
, 3
building family business, M&A agenda
, 91–93
buying company
, 2
buying team decision making
, 4
buying team make up
, 4
combination forms
, 4–5
companies
, 5
gender impact on merger
, 54–56
learning to managing transitions
, 9
literature
, 29
motives
, 3
research agenda
, 9–11
research on gender and diversity
, 53
research questions on buying business
, 2–5
research questions on combining businesses
, 5–9
state of art in family business
, 88
thematization of reviewed texts
, 54
value in strategic management and
, 128–130
Mergers for sake of simplicity
, (see Mergers—impact)
Merging cities
Century of the City
, 112–113
changes in city management
, 113–114
human perspective
, 116–118
institutional perspective
, 118–120
strategic perspective
, 114–116
Minorities, merger impact on
, 56–57
Multi-stage approach
, 86
Municipality
, 112, 114, 117
Mutually dependent eco-system
, 75, 79
“Neoliberally inspired” New Public Management
, 113
Net present value
, 101
Network
in board interlock networks affecting pre-and post-acquisition phase
, 22
connection
, 17
network-based urban governance
, 112
structure
, 17
New Public Management
, 113, 120
Non-acquisition post-deal loans
, 37
Noneconomic value
, 133
Nonstrategic forces
, 3
Operational
decisions
, 101
due diligence
, 105–106
Organisational behaviour
, 128, 132
scholars
, 126
values in
, 130–132
Organization(al)
, 113
policies
, 103
practices
, 116
pre-decision control mechanisms
, 103
strategy and performance objectives
, 101–104
Ownership dilution, fear of
, 89
Pacific Consortium
, 74, 78–79
Partnering mindset
, 7
Payback (PB)
, 101
People
, 113, 116–117, 127, 130–131
Periodic learning events
, 10
Pluralism
, 114, 126, 129–130
of city organizations
, 114
institutional
, 120
methodological
, 88
Pluralistic and contested values
, 135
“Plusses-and-minuses” of change
, 7
Political decision making
, 117
Post-acquisition
, 18
issues
, 91
network structures in board interlock networks affecting
, 22
resource flow and contagion via board interlocks affecting
, 19–20
Post-deal stage
, 31
Post-merger integration
, 56, 59, 116
Pre-acquisition
, 18
issues
, 91
network structures in board interlock networks affecting
, 22
resource flow and contagion via board interlocks affecting
, 19
Pre-deal process
, 31
Pre-decision control mechanisms
, 102–103, 104
Premerger valuation
, 134
Premiums
, 35, 37, 40
ProQuest ABI/Inform
, 31
Provision of M&A advice
, 28
Psychological preparation
, 6
Public-private collaborative relationships
, 111–112
Racing and Wagering Western Australia (RWWA)
, 76, 79
Racing Queensland
, 76, 79
Rational-analytic approach
, 104
Redundant information
, 23
Relational resources
, 29
Relational values
, 134
Repeated exchange
, 39–40
Representative studies
, 18
Reputation
, 33
benefits from embeddedness
, 45
of target firm’s associations
, 40
Research
domains
, 88–89
interview
, 68–69
method
, 87–88
Resource flow and contagion
, 18
via board interlocks affecting post-acquisition phase
, 19–20
via board interlocks affecting pre-acquisition phase
, 19
Resource-based view (RBV)
, 90, 129–130
Respective values
, 133
Retail wagering model
, 77
Return on assets or investment
, 101
Risk analysis
approaches
, 101
tools
, 103
Scant attention
, 91–92
Search process
, 34, 102
Seasoned Equity Offerings (SEO)
, 33
Second-order imitation
, 19
Separation
, 131
Shareholders
, 74–75
stakeholder management
, 79
value
, 134
Short-term accounting criteria
, 104
Social
approach
, 128
capital
, 135
cohesion
, 23
embeddedness
, 39
inclusion
, 113
legacy of social theory
, 130–132
Socio-emotional wealth
, 90, 92
Sociocultural integration
, 118, 120
Stakeholder relationships in M&A event
, 66–68
competitors
, 76–78
merger rationale
, 69–70
racing industry
, 75–76
regulators
, 73–74
research methodology
, 68–69
shareholders
, 74–75
Tabcorp and Tatts stakeholders
, 70
Tatts/Tabcorp merger case study
, 69
Stakeholders
, 112, 117, 129
approaches to merger
, 70–73
groups management
, 78–79
Statement of Issues (SOI)
, 73
“Stepping stone” approach
, 10
Strategic investment decision-making processes (SIDM processes)
, (see also Decision-making), 100
due diligence processes on
, 104–107
strategic control mechanisms on
, 101–104
Strategic management
, 128
scholars
, 126–127
value in
, 128–130
Strategic/strategy
, 113
acquisitions
, 93
alliance
, 4
consideration
, 100
control mechanisms on SIDM processes
, 100–104
investment appraisal practices
, 100
investments
, 101
merit
, 103
perspective
, 114–116
planning
, 100
work
, 117
Structural equivalence
, 21–23
Succession
, 84, 89–90, 92
Sustainability
, 111–112, 126, 133
Tabcorp and Tatts (Australian gaming groups)
, 66, 68, 70, 75, 77
Tangible financials
, 18
Target
, 3
advisors
, 30
characteristics
, 40
embeddedness
, 45
target-firm shareholders
, 2
Tatts/Tabcorp merger
, 66, 69
merger rationale
, 69–70
stakeholder relationships during
, 71–72
Tax due diligence
, 105
Top-down approach
, 114–115, 127
Transaction(s)
, 28, 34–36, 41
characteristics
, 45
in-house
, 35
Transition(s)
burn-out
, 10–11
learning to managing
, 9
teaming
, 7
Trust
, 40
“Tunnel vision”
, 2
Underpricing
, 32–33
Underwriters
, 28, 30, 32
Urbanization
, 119–120
“Us-versus-them” comparisons
, 8
Value(s)
contestable and contested
, 135–136
creation
, 131, 134
destruction
, 133
dynamic
, 134–135
future research on
, 132
integrative
, 133
legacy of economic theory
, 128–130
legacy of social theory
, 130–132
relational
, 134
in research on managing M&As
, 128
system
, 126–127, 134
theoretical avenues on
, 126–128
theory
, 127
value-for-money
, 127
Victor-versus-vanquished outlook
, 6
Voluminous studies
, 17
Women, merger impact on
, 56–57
- Prelims
- Chapter 1 A Research Agenda to Increase Merger and Acquisition Success
- Chapter 2 Board Interlocks and M&As
- Chapter 3 M&A Advisors: Padding Their Pockets or Source of Expertise?
- Chapter 4 Workplace Diversity and Gender in Merger and Acquisition Research
- Chapter 5 An Australian Case Study of Stakeholder Relationships in a Merger and Acquisition Process
- Chapter 6 Family Businesses: Building a Merger and Acquisition Research Agenda
- Chapter 7 Making M&A Less Risky: The Influence of Due Diligence Processes on Strategic Investment Decision Making
- Chapter 8 Merging Cities
- Chapter 9 Varieties of Value in Mergers and Acquisitions: Time For a New Research Agenda
- Index