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By Cooper C.L., Finkelstein S.

Each one choice of articles that makes up a quantity of Advances in Mergers and Acquisitions paints an image of up to date learn in this subject. during this quantity, we now have seven contributions from students in North the US, Europe, and Asia, and those papers jointly tackle acquisition approach and acquisition integration, profitable bargains and unsuccessful ones, possession constitution and managerial constitution, danger and go back, wisdom renovation and information move, construction belief and cultivating feelings, and alliances and networks. This breadth of cognizance around the spectrum of analysis probabilities on mergers and acquisitions is striking in that it indicates either that this subject has morphed lately to surround a huge array of matters that pass some distance past what past generations of students involved themselves with, and that there's nonetheless a lot more to be discovered in regards to the strategies and function of mergers and acquisitions.One of the advantages of an edited quantity of articles on a middle subject is the chance it provides to assemble not just the range of issues defined above, yet a variety of tools in addition. The insights that emerge from those a number of tools could be extra different than may well rather be the case, and provide an extra power contribution.In bringing jointly a collection of 7 diversified papers via students from assorted disciplines, with various learn agendas, and hailing from assorted nations - but all of whom are tackling an identical normal phenomenon - this quantity bargains whatever that can't be simply replicated in different boards. the variety of disciplines, views, and international locations is awesome, yet so are the variety of subject matters, matters, methodologies, and learn questions they convey to endure to make clear an identical basic, and important, function of organizational existence - mergers and acquisitions.

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However, there two unique characteristics of our usage. First, the stakeholder groups of interest to us are narrower in that they do not include financial stakeholders such as shareholders, debt holders, and the community at large. , employees, suppliers, and customers, our main concern is with those parties that have specific investments in the firm. ’’ Resource-based logic suggests that firms can generate rents by implementing strategies that exploit valuable, rare, costly to imitate, and nonsubstitutable resources (Amit & Schoemaker, 1993; Barney, 1991).

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2000). What do we know about cross-subsidization? Evidence from the investment policies of merging firms. University of Chicago and NBER Working Paper. Chung, K. , & Pruitt, S. (1994). A simple approximation of Tobin’s q. Financial Management, 23, 70–74. Clarkson, M. B. E. (1995). A stakeholder framework for analyzing and evaluating corporate social performance. Academy of Management Review, 20, 92–117. Risk Reduction through Acquisitions 47 Coff, R. (1999). When competitive advantage doesn’t lead to performance: Resource-based theory and stakeholder bargaining power.

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