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, Bingley, 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