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When talking about mergers and acquisitions (M&As), few announcements clearly define if the operation will deal with a merger (where firms have an equal-to-equal relation) or acquisition (when one firm is in control of the operation and decides the integration process). Operations are commonly labeled M&A. Nevertheless, mergers remain rare, and the authors see that most of the time, operations designed and integrated with firms as equals end in the control of one of the entities over the other.

The authors investigate how two CEOs and their managers communicate during the due diligence period of a merger. The author describes the project merger of two French companies using longitudinal data.

This in-depth case study provides new insights into the due diligence period and the differences between M&As. The findings highlight how the decision to add an associate from a rival firm to the board ended the merger project as the situation evolved toward an acquisition in CEOs’ minds.

The limitations are those concerning a single case study.

The paper highlights the complexity of merger negotiations and the unexpected events faced by stakeholders. The analysis, thus, contributes to an inclusive and integrative view of the challenges in the due diligence process, whereas first defining the operation as a merger or an acquisition is a first step in identifying the degree to which autonomy and interdependence will be given across firms, and how some strategic decisions will be implemented. This case study highlights two specific items that can be understood by managers as key elements in deal success: defining operations as a merger or an acquisition help internal and external stakeholders in planning the operation; leaving space for adjustment among partners engaged in negotiations during the due diligence period is also useful.

Despite their frequency, merger and acquisition failures remain surprisingly high. This paper explores how stakeholders deal with merger negotiations.

The case provides insights into the due diligence period and the way minor events can impact the planned integration. Theoretical concepts and empirical findings from the literature are combined to present a single consistent picture. To the best of the authors’ knowledge, few studies address insights on strategic decisions made as the negotiation period remains a secret and sensitive stage, especially for a failed deal, but we were able to delve beneath the surface.

This study aims to explore the effect of chief executive officer education on firms’ action timing and acquisition performance in industry merger waves. In addition, this study investigated the moderating influence of CEO duality and firm cash flow on the relationship between education and entry timing.

Following the methodology for determining merger waves in previous studies, the authors identified 16 industry merger waves of Chinese listed firms from 2008 to 2019. Multiple linear regression was employed to examine the hypotheses.

The results showed that higher CEO education was associated with early participation in merger waves. CEO duality negatively moderated the education-entry timing relation. The effect of CEO education on entry timing was more pronounced when firms had higher cash flow. Moreover, more educated CEOs materially enhanced acquisition performance in merger waves.

Entry timing in industry merger waves has important implications, as early movers establish competitive advantages and achieve higher acquisition performance. However, the managerial characteristics determining entry timing have not received adequate attention. Meanwhile, studies examining the effect of CEO education on acquisitions are limited. This study explored the effect of CEO education on firms’ entry timing and acquisition performance in merger waves, thereby contributing to the literature on merger waves and managerial characteristics. This study’s findings regarding the moderators of the education-entry timing relation enrich the literature on corporate governance and agency theory.

A vast amount of research has been carried out to help us understand the main factors influencing mergers and acquisitions (M&A) performance. Although the existing body of knowledge focuses mainly on macro-level factors, there is an increasing interest from scholars and practitioners in understanding the micro-foundational factors occurring at individual and team levels. This chapter focuses on the importance of emotions – a central facet in individual reactions to workplace events – in M&A processes. To this end, the authors carried out a multi-phased search for articles on micro-foundations in M&A settings published by Business and Management (B/M) and Organizational Behavior and Psychology (O/P) journals. The authors reviewed 41 papers and used the circumplex model to identify and categorize 19 themes related to individual emotions involved in M&A processes in terms of positive/negative valence and high/low activation. The findings show that scholars mainly assume a risk mitigation perspective and focus on themes related to change resistance (negative emotions with high activation) by providing prescriptions on how negative emotions could be mitigated to avoid eroding acquisition performance. Hence, the authors suggest that (a) there should be more efforts to integrate different streams of literature, namely between the strategic and operational/behavioral areas of knowledge and (b) future research should focus on understanding how positive emotions like change proactivity (positive emotions with high activation) might be essential to enhance acquisition performance.

The speed of integration has been a salient and longstanding topic in the literature on managing mergers and acquisitions. Yet over the decades, speed has also been the subject of extensive debate. While many have advocated for fast integration, others have recommended a more measured pace. In this chapter, the authors reflect on the discussion by canvasing the variety of views on the speed of integration. The work is positioned at the nexus of the literature on mergers with that on stakeholders, in particular its attention to urgency in stakeholder management. It approaches urgency in mergers and acquisitions as a “dilemma of stake,” a new lens on a well-established but challenging topic. The study draws on ethnographic research to examine accounts of speed of integration in a New Zealand public sector merger. The chapter juxtaposes varied views on the topic against the respective arguments within the merger literature. It examines the overarching themes of “go slow” and the “need for speed” by attending to the tensions between a prosocial service ethos on the one hand and a managerialist ethos on the other. The explication of the respective dilemmas of stake shows how participants articulate their views on urgency both in terms of its effects on their individual professional role, their own stake, as well as in terms of the effects on employees as internal stakeholders. The analysis also explores the role of internal and external context in shaping the views on urgency in merger integration. The work concludes by outlining an agenda for future research.

This study aims to analyze the development of digital market characteristics particularly focusing on how the strategic choices of platforms are not fully reflected in pricing. In addition, the implications for the development of theories of harm are investigated to explore the necessity of a relevant market definition in assessing infringement and evaluating the adequacy of Indonesian competition law.

This study is a legal analysis that uses statutory approaches, cases, comparative law and the development of theories of harm in digital mergers. The case approach is conducted by analyzing three cases decided by the Indonesia Business Competition Supervisory Commission. This approach provides insight into the response of Komisi Pengawas Persaingan Usaha concerning the merger and acquisition cases in the digital era as well as the provision of different analyses in conventional markets. However, competition can be potentially damaged in digital markets and a comparative law approach is taken by analyzing digital merger cases decided by authorities in other countries.

Results reveal that the digital market has created a “relevant market” that is challenging and blurred due to multi-sided network effects and consumer data usage characteristics. Platform-based enterprises’ prices fluctuate due to the digital market’s network effect and consumer data statistics. Smartphone prices depend on the number of apps and consumer data. Neoclassical theory focusing on product markets and location applied in Indonesia must be revised to establish a relevant digital economy market. To evaluate digital mergers, new harm theories are needed. The merger should also protect consumer data. Law Number 27 of 2022 on Personal Data Protection and Government Regulation on the Implementation of Electronic Systems and Transactions protects online consumers, a basic step in due diligence for digital mergers. The Indonesian Government should promptly strengthen the notion of “relevant markets” in the digital economy, which could lead to fair business competition violations like big data control. Notify partners or digital merger participants of the accessibility of sensitive data like transaction history and user location.

The development of digital market characteristics has implications for developing theories of harm in digital markets. Indonesian competition law needs to develop such theories of harm to analyze the potential for anticompetitive digital mergers in the digital economy era.

This paper attempts to examine the impact of merger on the stock returns and economic value added (EVA) of acquiring firms to know if the mergers are successful corporate restructuring strategies for the firms.

In total, 108 Indian firms are studied using paired sample t-test and Wilcoxon signed rank test for comparing the EVA of acquiring firms in short, medium and long term after merger. The effect of merger announcements on stock returns is analyzed by way of event study. An event window of −20 to +20 is taken and an estimation window of 256 (-276 -20) days is used in the study.

The authors find that mergers lead to significant improvement in the EVA of acquiring firms. However, the increase in financial performance and EVA is witnessed only in long term. The authors did not find any significant impact of merger announcement on the stock returns of acquiring firms.

The study is a first of study's kind, which evaluates both short-term (using event study methodology) and long-term (using EVA) impact of value addition to an acquirer after Merger & Acquisition (M&A). The study contributes to existing literature on the signaling theory of announcement of M&As and synergy gain theory of completed M&As by providing evidence from the context of an emerging market like India.

This study analyzes the long-term effect of merger and acquisition (M&A) activity on the profitability, efficiency and liquidity of the largest 500 farmer cooperatives in the United States.

Secondary data from the U.S. Department of Agriculture are complemented with primary data collected from print media publications about M&A activity by US farmer cooperatives. The analysis is based on group comparisons of means and distributions to study the effect of M&A activity on financial performance.

Farmer cooperatives with M&A activity generally have lower profitability, efficiency and liquidity than farmer cooperatives without M&A activity, both at the time of the merger or acquisition as well as afterward. Marketing cooperatives in particular perform worse following M&As. Also, the post-merger performance of farmer cooperatives with M&A activity is not affected by the profitability, efficiency or liquidity of the target.

Research on the post-merger performance of farmer cooperatives is both scarce and dated. This study analyzes the effect of M&A activity for a relatively large sample and a relatively long time period (2005–2020).

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.

Over the last decade, the sustainability concept has progressively enticed both practitioners and researchers around the world. Despite the research interest in the role of sustainability in mergers and acquisitions (M&As), a number of critical questions remained unanswered. The aim of this chapter is to review and synthesize the existing research on sustainability and M&As in the fields of management, international business, finance, accounting, and economics and identify avenues for further research. The literature review has been organized according to the process perspective of M&As, that is, the pre-M&A and post-M&A phases. The review of the literature revealed that most of the existing literature used proxies of sustainability such as environment, social, and governance (ESG) rating or corporate social responsibility (CSR) and attempted to examine the relationship between ESG/CSR performance with stock market reaction and returns. While a small but growing number of studies examined the role of sustainability in M&As, there are scopes for further research. This chapter puts forward a research agenda that calls for a more granular examination of the role of sustainability in pre-M&A phases such as the target selection process, that is, due diligence and negotiation process in domestic and cross-border M&As. Moreover, future studies should investigate the role of sustainability during the post-M&A phase, for example, integration of sustainability practices during the post-M&A stage.

Mergers and acquisitions (M&As) are important strategic actions undertaken by firms to access resources and markets. However, firms face substantial challenges in M&As during deal completion. While prior literature reviews synthesize the studies on the post-merger consequences of M&As, the literature on deal completion is largely fragmented. In this paper, the authors synthesize prior literature on deal completion into the antecedents and consequences framework and map various studies across the international business and management, finance and accounting literature at the macro-, meso- and micro-levels.

The authors adopt a content analysis-based methodology to conduct the review. First, the authors identify existing literature on deal completion based on keyword searches. Next, the authors propose a framework that integrates the extant literature from a multi-theoretic perspective across four broad themes: concepts, antecedents, implications and moderators. In this study, the authors consider not only empirical but also conceptual papers to strengthen the theoretical foundations of M&A literature. Finally, after synthesizing various studies, the authors highlight a future research agenda on deal completion.

Based on the review, this study provides important avenues for future research on M&A deal completion.

This study theoretically integrates multi-disciplinary and multi-country research on acquisition completion.