journal article Show MIR: Management International Review Vol. 35, No. 4 (4th Quarter, 1995) , pp. 337-359 (23 pages) Published By: Springer https://www.jstor.org/stable/40228285 Read and download Log in through your school or library Abstract This study examines shareholder value creation 112 large cross-border acquisitions undertaken by U. S. firms between 1978 and 1990. In addition to empirically examining the wealth effects of acquiring firms, the study examines the impact of relatedness and cultural distance on such wealth effects. Implications of study findings for academic researchers and managers are discussed. Journal Information MANAGEMENT INTERNATIONAL REVIEW is a double-blind refereed journal that aims at the advancement and dissemination of applied research in the fields of International Management. The scope of the journal comprises International Business, Cross-cultural Management, and Comparative Management. The journal publishes research that builds or extends International Management Theory so that it can contribute to International Management Practice. Publisher Information Springer is one of the leading international scientific publishing companies, publishing over 1,200 journals and more than 3,000 new books annually, covering a wide range of subjects including biomedicine and the life sciences, clinical medicine, physics, engineering, mathematics, computer sciences, and economics. Rights & Usage This item is part of a JSTOR Collection. Abstract Acquisitive growth has become a highly popular strategy in recent years Thus, more attention has been focused on its outcomes. This paper presents theory suggesting a trade-off between growth by acquisition and managerial commitment to innovation. The model developed herein proposes that the acquisition process, and the resulting conditions after the acquisition is consummated, affect managerial commitment to innovation. Specifically, the extent to which acquisitions serve as a substitute for innovation, energy and attention required during negotiations, increased use of leverage, increased size, and greater diversification may affect managers' time and risk orientations. Because of these effects, managers may reduce their commitment to innovation. The implications of the relationships specified in the model are also examined. Journal Information Strategic Management Journal publishes original refereed material concerned with all aspects of strategic management. It is devoted to the improvement and further development of the theory and practice of strategic management and it is designed to appeal to both practising managers and academics. Strategic Management Journal also publishes communications in the form of research notes or comments from readers on published papers or current issues. Editorial comments and invited papers on practices and developments in strategic management appear from time to time as warranted by new developments. Overall, SMJ provides a communication forum for advancing strategic management theory and practice. Such major topics as strategic resource allocation; organization structure; leadership; entrepreneurship and organizational purpose; methods and techniques for evaluating and understanding competitive, technological, social, and political environments; planning processes; and strategic decision processes are included in the journal. Strategic Management Journal is currently published 13 times a year. Publisher Information Wiley is a global provider of content and content-enabled workflow solutions in areas of scientific, technical, medical, and scholarly research; professional development; and education. Our core businesses produce scientific, technical, medical, and scholarly journals, reference works, books, database services, and advertising; professional books, subscription products, certification and training services and online applications; and education content and services including integrated online teaching and learning resources for undergraduate and graduate students and lifelong learners. Founded in 1807, John Wiley & Sons, Inc. has been a valued source of information and understanding for more than 200 years, helping people around the world meet their needs and fulfill their aspirations. Wiley has published the works of more than 450 Nobel laureates in all categories: Literature, Economics, Physiology or Medicine, Physics, Chemistry, and Peace. Wiley has partnerships with many of the world’s leading societies and publishes over 1,500 peer-reviewed journals and 1,500+ new books annually in print and online, as well as databases, major reference works and laboratory protocols in STMS subjects. With a growing open access offering, Wiley is committed to the widest possible dissemination of and access to the content we publish and supports all sustainable models of access. Our online platform, Wiley Online Library (wileyonlinelibrary.com) is one of the world’s most extensive multidisciplinary collections of online resources, covering life, health, social and physical sciences, and humanities. Rights & Usage This item is part of a JSTOR
Collection. What are the 3 types of mergers?The three main types of merger are horizontal mergers which increase market share, vertical mergers which exploit existing synergies and concentric mergers which expand the product offering.
When two firms in unrelated industries merger it is a?A conglomerate merger is a merger between firms that are involved in totally unrelated business activities.
What are the 4 types of mergers?What are the most common types of mergers and acquisitions?. Horizontal merger.. Vertical merger.. Congeneric mergers.. Market-extension or product-extension merger.. Conglomeration. When two companies merge what is it called?Key takeaway: A merger is when two companies combine to form one new company; an acquisition is when one company buys out and controls another company.
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When a company diversifies by acquiring an unrelated company the resulting firm is referred to as a?
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