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Mergers and acquisitions as embedded network activities

Öberg, Christina LU (2012) In European Journal of International Management 6(4). p.421-441
Abstract
This paper introduces a network perspective to Mergers and Acquisitions (M&As). The literature on M&As commonly focuses on only the parties directly involved in mergers and acquisitions, while the present perspective points to M&As as embedded activities. The paper provides empirical illustrations from 12 acquisitions to indicate the consequences when M&A studies acknowledge business relationships as long-term, actors as active and heterogeneous and activities as interdependent. The network perspective introduces new ideas on why M&As occur, how the acquired party is chosen and why M&As fail. Specifically, it indicates how M&As result from industry, customer and supplier changes, the difficulties to achieve... (More)
This paper introduces a network perspective to Mergers and Acquisitions (M&As). The literature on M&As commonly focuses on only the parties directly involved in mergers and acquisitions, while the present perspective points to M&As as embedded activities. The paper provides empirical illustrations from 12 acquisitions to indicate the consequences when M&A studies acknowledge business relationships as long-term, actors as active and heterogeneous and activities as interdependent. The network perspective introduces new ideas on why M&As occur, how the acquired party is chosen and why M&As fail. Specifically, it indicates how M&As result from industry, customer and supplier changes, the difficulties to achieve marketing synergies, resistance to integration to not disturb present relationships and business partner reactions that undermine intended results. It also points to the difficulties of foreseeing outcomes, as individual parties may respond differently to the M&A. (Less)
Please use this url to cite or link to this publication:
author
organization
publishing date
type
Contribution to journal
publication status
published
subject
keywords
marketing, relationship, network, mergers, acquisitions, embedded
in
European Journal of International Management
volume
6
issue
4
pages
421 - 441
publisher
Inderscience
external identifiers
  • wos:000307294900003
  • scopus:84864568336
ISSN
1751-6765
DOI
10.1504/EJIM.2012.048156
language
English
LU publication?
yes
id
c385dc66-b6b7-4e65-9d43-f0a00a4e151e (old id 3070047)
date added to LUP
2012-09-26 15:51:57
date last changed
2017-01-01 03:41:28
@article{c385dc66-b6b7-4e65-9d43-f0a00a4e151e,
  abstract     = {This paper introduces a network perspective to Mergers and Acquisitions (M&As). The literature on M&As commonly focuses on only the parties directly involved in mergers and acquisitions, while the present perspective points to M&As as embedded activities. The paper provides empirical illustrations from 12 acquisitions to indicate the consequences when M&A studies acknowledge business relationships as long-term, actors as active and heterogeneous and activities as interdependent. The network perspective introduces new ideas on why M&As occur, how the acquired party is chosen and why M&As fail. Specifically, it indicates how M&As result from industry, customer and supplier changes, the difficulties to achieve marketing synergies, resistance to integration to not disturb present relationships and business partner reactions that undermine intended results. It also points to the difficulties of foreseeing outcomes, as individual parties may respond differently to the M&A.},
  author       = {Öberg, Christina},
  issn         = {1751-6765},
  keyword      = {marketing,relationship,network,mergers,acquisitions,embedded},
  language     = {eng},
  number       = {4},
  pages        = {421--441},
  publisher    = {Inderscience},
  series       = {European Journal of International Management},
  title        = {Mergers and acquisitions as embedded network activities},
  url          = {http://dx.doi.org/10.1504/EJIM.2012.048156},
  volume       = {6},
  year         = {2012},
}