Index
Advances in Mergers and Acquisitions
ISBN: 978-1-80071-724-4, eISBN: 978-1-80071-723-7
ISSN: 1479-361X
Publication date: 14 September 2022
This content is currently only available as a PDF
Citation
(2022), "Index", Finkelstein, S. and Cooper, C.L. (Ed.) Advances in Mergers and Acquisitions (Advances in Mergers and Acquisitions, Vol. 21), Emerald Publishing Limited, Leeds, pp. 149-152. https://doi.org/10.1108/S1479-361X20220000021008
Publisher
:Emerald Publishing Limited
Copyright © 2022 Emerald Publishing Limited
INDEX
Abandonment
, 22
Accountants
, 66
Accounting performance
, 133
Acquirer–investment bank relationship
, 86
acquisition experience in
, 89–91
Acquisition experience
, 86
in acquirer–investment bank relationship formation
, 89–91
contributions to literature
, 112–113
control variables
, 95–99
data and sample
, 93–110
deal size
, 93
dependent variable
, 94
econometric approach
, 100
independent variables
, 94–95
limitation
, 88, 92–93
limitations and future research directions
, 113
results
, 100–110
target’s industry
, 91–92
theoretical development and hypotheses
, 88–93
Acquisition(s)
, 5, 32
announcements
, 22
completion
, 22
firm actions to mitigate inimical resources from
, 19
integration
, 23
outcomes
, 32
performance measures
, 132–133
resource impacts on
, 17–18
Administrative distance
, 64, 67
Advisory services
, 66
Agency theory
, 118–120
Agility
, 54
Apparent sincerity
, 9
Autonomy
, 23
Boundary-spanners
, 2, 4
Boundary-spanning
, 2–3, 5
Bridging function
, 4
Buffering function
, 4
Business model transformation
, 55–56
Busyness hypothesis
, 124
Buy-and-hold-abnormal-returns (BHAR)
, 132
Celebrity
, 124
CEO characteristics
, 118, 121
CEO power
, 118
acquisition performance measures
, 132–133
data preparation
, 125–132
limitations and future research
, 141–142
measures
, 133–134
meta-analytic technique
, 134
methodological implications
, 141
results
, 134–138
theoretical background and hypotheses
, 119–125
theoretical implications
, 138–141
Circular economy
, 52–55
Communication
, 40–41
Completion
, 22
Connectedness
, 3
Country cultural distance
, 37
Country-level cultural relative attributes
, 37
Country-level political affinity and conflicts
, 37
Country-level relative position and strength
, 37–38
COVID-19 pandemic
, 52
Cross-border M&As
, 65–66
acquirer-target country pairs
, 69–72
advisors in
, 69
distance determinants of use of advisors in cross
, 72–77
stylized facts about the of advisors in
, 69–72
Cross-country institutional distance
, 66–68
Cross-legacy boundary-spanners
, 2, 5, 9–10
Cross-legacy boundary-spanning
perks and pitfalls
, 3–5
promoting perks and avoiding pitfalls of
, 6–10
structural and sociocultural factors
, 4
ties
, 6–7
Cultural distance
, 64, 67
Cultural similarity
, 36
Cumulative abnormal returns (CARs)
, 94, 132
Digital transformation
, 53
Distance determinants of use of advisors in cross-border M&As
, 72
acquirer-target pairs
, 77
acquirers
, 72–75
targets
, 76–77
Divestment
, 18, 23
Due diligence
, 21, 57
Dynamic capabilities
, 55–56
Econometric approach
, 100
Education-based prestige
, 124
Equity investments
, 20
Evaluation phase of acquisition
, 20–22
Expert power
, 123–124
Expertise power
, 118
External representation function. See Buffering function
Financial advisor
, 94
Financial distance
, 64, 67–68
Firms
, 19, 24
resources
, 17–18
Fixed-effects model
, 134
Flexibility
, 54
Future of Manufacturing
, 57
Geographic proximity and overlap
, 35
Hiring advisors
, 21
Hubris hypothesis
, 120, 124
Identification with post-merger organization
, 8–9
Industry 4.0 (I4.0)
, 53
strategy
, 53–55
Information processing function. See Bridging function
Inimical resources
, 18
completion or abandonment
, 22
evaluation phase
, 20–22
insights
, 24–25
integration
, 23
and risk across acquisition phases
, 19–23
Initial public offering (IPO)
, 20
Institutional distance
, 64–65
importance
, 65–66
Integration
, 23
Inter-organizational relationship
, 88
Intermediaries
, 86
Internal connectedness
, 7
Interpersonal influence
, 9
Investment banks (IB)
, 66, 86, 94
background literature on investment banks as intermediary advisor
, 88–89
Knowledge relatedness
, 34–35
Knowledge transfer
, 41
Law firms
, 66
Liability of foreignness (LOF)
, 65
Long-term stock market performance
, 132
Media-based prestige
, 124
Mergers and acquisitions (M&As)
, 2, 10, 32, 52, 55, 64, 117, 119
activities
, 52
advisors
, 64–65
business model transformation and dynamic capabilities
, 55–56
cross-border M&As and importance of institutional distance
, 65–66
cross-country institutional distance and use of advisors
, 66–68
data
, 68
distance determinants of use of advisors in cross-border M&As
, 72–77
results
, 69–77
SIDMPs
, 55–58
stylized facts about the of advisors in cross-border M&As
, 69–72
synergy between I4. 0 and circular economy
, 53–55
waves
, 53
Meta-analysis
, 118
Meta-analytic technique
, 134
Negotiations
, 21–22, 40–41
Networking ability
, 9
“Not-invented-here” syndrome
, 7
Organizational identification
, 3, 8
Ownership power
, 118, 122–123
Political distance
, 64, 68
Political skill
, 3, 9–10
Porter-hypothesis type
, 52
Post-deal integration
, 66
Post-merger integration
, 2–4
cross-legacy boundary in
, 5
Post-merger network reconfiguration
, 2
Post-merger organization, identification with
, 8–9
Pre-deal completion
, 66
Pre-decision control mechanisms
, 56
Prestige power
, 118, 124–125
Random-effect psychometric meta-analysis method
, 134
Reconfiguring
, 55–56
Relative position and strength
, 36
Reputation of investment banks
, 88
Resilience
, 54
Resource complementarity
, 35–36
Resource orchestration
, 52
Resource-based view (RBV)
, 120
Return on assets (ROA)
, 133
Security Data Corporation (SDC)
, 94, 126
Seizing
, 55–56
Self-categorization theory
, 8
Sensing
, 55–56
Short-term stock market performance
, 132
SIDMPs
, 55–58
Signal theory
, 120
Social astuteness
, 9
Social capital
, 4
Social identity theory
, 8
Social networks
, 5
Specialized experts
, 66
Standard and Poor (S&P)
, 94
Statistical aggregation techniques
, 134
Stewardship theory
, 118–120
Structural power
, 118, 121–122
Supply chains
, 52
Synergy between I4.0 and circular economy
, 53–55
Target evaluation
, 18
Target retention
, 40
Target signaling
, 20
Target–acquirer interrelationships
, 32–33
CEOs
, 43
connections
, 38–40
environmental level
, 37–38
individual and group levels
, 34, 38, 40
interactions
, 40–41
organizational level
, 34–36, 39–41
relative attributes
, 33–38
synthesis and future directions
, 41–45
Temporal power
, 125
TMZ
, 24
Top-tier advisors
, 88
Trust building
, 41
UK supply chains
, 52
US acquirers
, 86
Variables
, 82–83
Variance inflation factor (VIF)
, 72
Venture capital (VC)
, 38
Wharton Research Data Services (WRDS)
, 94
Within-legacy connectedness
, 7
of boundary-spanner
, 3
Work-based prestige
, 124
- Prelims
- Chapter 1: Understanding the Perks and Pitfalls of Cross-legacy Boundary Spanning
- Chapter 2: Manager Decisions Across Acquisition Phases: The Role of Inimical Resources
- Chapter 3: The Interrelationship Between the Target and the Acquirer in Acquisitions: A Review and Synthesis
- Chapter 4: A New Era of Mergers and Acquisitions: Towards Synergy between Industry 4.0 and Circular Economy
- Chapter 5: Bridging Institutional Distance: The Role of M&A Advisors in Cross-border Acquisitions
- Chapter 6: The Role of Acquisition Experience in Acquirer-advisor Relationship Formation and Continuation
- Chapter 7: CEO Power and Acquisition Performance: A Meta-analysis
- Index