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A thick cost frontier methodology is used to estimate pre‐ and postmerger X‐inefficiency in 348 mergers approved by the OCC in 1987/88. Efficiency improved in only a small majority of mergers, and these gains were unrelated to the acquiring bank's efficiency advantage over its target. These results are not consistent with the traditional market for corporate control story, in which well‐managed firms acquire poorly managed firms and subsequently improve their performance. Rather, the results suggest motivations other than cost efficiencies were driving U.S. bank mergers in the late 1980s. Efficiency gains were concentrated in mergers where acquiring banks made frequent acquisitions, suggesting the presence of experience effects.

Hospitals are labor intensive facilities based on highly skilled employees. A merger of hospitals is an effort to increase and rationalize this production. Decisions behind a merger are made at the top leadership level. How this might be done is demonstrated by examples from a 36 bed acute psychiatric facility. The aim of the study was to calculate the hidden costs of fragmented destruction of parts of a total hospital supply to patients after a merger. Fragmented destruction is the deliberate stopping of activities deemed not part of the core activities of the hospital without due consideration of the impact on core activities. The proposed changes to operational expenses at a single acute psychiatric hospital were materials for the study. The changes included activities as a reduction in local laboratory service, cleaning services, closure of physiotherapy unit, closing of cultural activities and reduced productivity. The selected activities are calculated as giving an imputed gain of € 630,000 as indicated by the leadership. The not calculated costs of reducing or removing the selected activities are estimated at € 1,955,640. The cost of staff disappointment after a merger is difficult to assess, but is probably higher than assumed in the present calculations.

Imputed cost containment is not attained. The calculations indicate that implemented changes may increase cost, contrary to the belief of the leadership at both the hospital level and further up in the hospital trust.

Arguments in favor of a merger have to be scrutinized thoroughly for optimistic neglect of uncalculated costs of mergers. Future hospital mergers and selected fragmentation of productive tasks at ward or hospital levels should include calculations of unavoidable costs as shown in the present paper.

Corporate accountability and quality of corporate disclosure have impacted on many companies and banks, particularly those grown through mergers and acquisitions (M&A) and companies have had to restate their financial statements. The growth of service and technology companies (particularly by M&A) presents numerous public policy, legal, regulatory and accounting issues. Some of these companies have substantial intangible assets and the accounting for M&A and investments can be manipulated to affect reported assets and earnings. The exchange of securities and conflicts of interest in such transactions can affect financial statements – all of these factors can distort strategic planning, legal analysis, performance analysis and credit analysis. Fraudulent conveyance has typically not been considered in detail in many real life transactions (processed by law firms, the SEC, accounting firms and banks), even though it is the major means of unfair and illegal wealth transfer and fraud in corporate transactions. This paper highlights some of these issues, and illustrates the role and benefits of proper legal analysis in corporate transactions, and the convergence of corporate financial analysis and legal analysis and tax/accounting analysis.

The purpose of this paper is to examine the effects of the post-merger integration duration on acquiring firms’ leverage behavior before and after a merger, using a dynamic model in which full merger benefits cannot be consumed at the instant of a merger, but rather after a pre-specified post-merger integration period.

This paper presents a dynamic model and empirical tests that describe the impact of the post-merger integration period on the capital structure dynamics of the acquiring and target firms before a merger and during the post-merger integration period. By incorporating costs associated with the post-merger integration period, the model can provide new implications for the leverage behavior around the merger.

The model generates new implications related to acquiring firms’ leverage dynamics along with method of payment choice. Specifically, the model indicates that the post-merger integration duration is negatively associated with the market leverage of newly-merged firms at the time of merger completion and during the integration period. Further, acquirer managers are more likely to use equity to finance a merger when the integration duration is likely to be lengthy.

This is the first model in the literature that assumes that both the acquiring and the target firms can change their capital structure overtime, which allows us to analyze both the financing structure and the merger timing. Previous empirical studies also ignore the integration period in the analysis of the method of payment choice and leverage behavior around mergers. In the tests reported in this paper, the authors control for the factors mentioned above and demonstrate that the expected integration duration is not subsumed by those variables implying that it has its own power in explaining the choice of leverage and merger financing method.

Merger approving focuses on both market power and welfare gains. In general, the approval process does not include a comparative efficiency analysis. This paper aims to introduce this dimension and show its potential.

Based on the analysis of past bank mergers, the authors examine expected and actual efficiency gains. This paper measures the potential (ex ante) and ex post efficiency gains of bank mergers by using data envelopment analysis (DEA).

The authors find some (approved) mergers were promised and yielded efficiency gains while others did not.

DEA does not allow testing statistically the significance of the presumed relationship between variables.

The authors conclude that some mergers that took place would not have been approved had an efficiency analysis been made.

Regulators and/or competition authorities could approve mergers which do not increase efficiency.

To date, efficiency frontier analysis has not been performed for merger approval. It implies that the regulator or competition authority could allow mergers with no clear social gains.

A group of financial services companies which had recently merged were questioned to determine how differences in IT systems affected merger implementation. Results showed that all but one of the companies believed the IT factor was the most important aspect at the pre‐merger planning stage. Post‐merger, generally IT seemed to be less important than expected, the systems differences had not slowed down company integration but new systems development was affected. Although not all companies had estimated systems mergers costs beforehand, none found these actual costs were higher than anticipated. In only one example was IT systems merger the main determinant of full company merger.

The purpose of this paper is to determine the effects of the mergers and acquisitions on market prices, consumer welfare and aggregate profit of the merging firms and those of the non-merging firms and, therefore, answer the question on the overall effect of mergers and acquisitions on different performance measures on milk market using data from all the 34 licensed and active milk processors in Kenya.

A new model of analysis as developed from the Canadian Competition Policy maker, i.e. The Canadian Competition Policy merger simulation model, was used.

The study found that mergers and acquisitions lead to increase in market shares of the merging firms. The study also found that mergers and acquisitions have a significant effect on product price in the processed milk market. From the findings, the study concludes that mergers and acquisition not only lead to an increase in market shares of both merging and non-merging processed milk firms but also create market dominance due to reduction in the number of market players in the industry.

The study uses the data for the licensed and active milk processors in the industry. The dormant and the non-licensed processors are excluded. Future studies can use the farm-gate prices as opposed to final consumer prices for the processed milk market.

The study contributes toward providing information on the effect of buyouts on social welfares, prices, market share, profitability and other relevant market equilibrium performance measures in the processed milk market in Kenya.

This study aims to determine the factors affecting the merger and acquisition (M&A) process in the United Arab Emirates (UAE) banking sector. It distinguishes between internal and external factors that may motivate M&A activities in the banking sector.

This study adopts quantitative research and a survey strategy for data collection. A model was developed using a survey e-mailed to 500 bankers to gather data on the factors affecting the banking sector’s M&A.

This study’s findings provide strong empirical evidence for factors extracted by the factor analysis (Income, Growth, Costs, Survival, Diversifications, Security and Risk and Legal), which are important in determining the consolidation process leading to successful M&A in the banking industry. This study also contributes to the business combinations and consolidation literature by explaining the important factors in measuring the bank’s performance during the M&A process.

Future studies could be directed in many directions. First, the authors extend the study to other GCC countries and examine whether the determinants of banks’ M&A are similar across markets. Second, the authors examine additional nonfinancial bank-specific characteristics, such as management incentives and corporate governance or additional market characteristics. Third, the authors examine the motives for acquisitions of foreign banks by UAE banks and vice versa. There may be much to learn about how acquisition motives are likely to differ.

The findings can help bank managers know if their banks have developed the same profile or factors similar to typical target banks. The theoretical understanding of the importance of this study in creating an environment of trust that governs the behavior of bankers for both banks will reduce the agency issue. Regarding general management, this study indicates that opportunistic behaviors could interest banks, bankers’ associations, central banks, governments, other financial authorities and policymakers. Therefore, this study paves the way for further investigation of mergers, agency theory and ethics issues. These banks’ owners, managers and regulators were also advised to consider these factors in formulating their policies and processes, given their influence on performance and their ability to manage the relationship between banks and improve the efficiency of the UAE banking sector.

This study provides new perspectives concerning motives leading financial institutions to M&A owing to banks’ decisions to improve their financial positions, coupled with the need to obey pressures of macro factors such as economic, legal and political systems, government and technology.

The purpose of this paper is to model the announcement returns of merging firms based on managerial overconfidence about merger synergy.

The paper applies continuous‐time real options techniques and game theoretic concepts. Managerial overconfidence and strategic interaction between the bidder and the target are incorporated into the model.

This model implies that: abnormal returns to bidding shareholders will be negative with a high degree of managerial overconfidence; combined returns to shareholders are usually positive; and both the bidder's and the target's abnormal returns are related to industry characteristics, the degree of managerial overconfidence, and the way merger synergies are divided.

This paper, for the first time, reconciles theoretically the following stylized facts: combined returns to shareholders are usually positive; and returns to the acquirer are, on average, not positive. In addition, the model generates new predictions relating these returns to industry characteristics and the degree of managerial overconfidence.