Table of contents
Employing lesser-known corporate development strategies while avoiding problematic blind spots
Joseph CalandroAll too often M&A deal making falls into the trap of head-to-head competition that drives valuations to “sky-high” levels. The author suggests ways to avoid the trap. 10; 10; 10;…
109
Rethinking the M&A process: Learning private equity’s secret to outperforming corporate strategic acquirers
John Gilligan, Timothy GalpinAlthough M&A transactions often destroy shareholder value for corporate strategic buyers, PE firms, whose business model is predicated upon repeating M&A, have a better record of…
435
Crafting a performance-focused strategy of “Deep Purpose”
Stephen DenningResearch has found that firms with deep purpose treat purpose as an existential intention that informed every decision, practice and process. They adopted purpose as their…
509
Are post-COVID return-to-growth plans gaining priority over transformation?
Cindy Anderson, Christian Bieck, Anthony MarshallThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.
272
ISSN:
1087-8572Renamed from:
Planning ReviewOnline date, start – end:
1996Copyright Holder:
Emerald Publishing LimitedOpen Access:
hybridMerged from:
The AntidoteEditor:
- Mr Robert Randall