Using CEO succession to integrate acquired organizations: a contingency analysis
Article Abstract:
Researchers investigated CEO succession in companies acquired by a business in a similar or related product area. A study of data from 1980 relating to US community hospitals confirmed the basic hypothesis that CEO succession functions as a means of easing integration. The study also confirmed the hypotheses that CEO succession is more likely to occur in acquired firms which are smaller, in those which have a different ownership type from the acquiring firm and where the CEO has been in post for a long time. The performance of the acquired firm does not influence the likelihood of CEO succession.
Publication Name: British Journal of Management
Subject: Business, general
ISSN: 1045-3172
Year: 1998
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Attributes of successful and unsuccessful acquisitions of US firms
Article Abstract:
The most successful acquisitions in the US have been those where there have been resource complementarities between the two companies involved and where acquisition negotiations have been friendly. Research indicates that debt also plays a significant role in the success or lack of success of acquisitions. It is easier to secure positive synergies if acquired firm resources can be used to leverage the purchasing company's core business. Total diversification of the company is less important than the resource complementarity between the two merging companies.
Publication Name: British Journal of Management
Subject: Business, general
ISSN: 1045-3172
Year: 1998
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Configuration and coordination at subsidiary level: foreign manufacturing affiliates in the UK
Article Abstract:
It is possible to develop M.E. Porter's configuration-coordination paradigm (center-periphery approach) for strategy at corporate level as a foundation for evaluating subsidiary strategy. Research in this field has involved establishing a taxonomy of subsidiary strategy through data from a postal survey of 171 foreign manufacturing subsidiaries in the UK. The coordination-configuration framework has been found to allow the identification of five clear and well-separated strategy roles for multinational subsidiaries.
Publication Name: British Journal of Management
Subject: Business, general
ISSN: 1045-3172
Year: 1998
User Contributions:
Comment about this article or add new information about this topic:
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