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Cross-border mergers and acquisitions : the PAM&A methodology factor specification

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Warianty tytułu
PL
Transgraniczne fuzje i przejęcia : specyfikacja czynników metodyki PAM&A
Języki publikacji
EN
Abstrakty
EN
The study objective is to identify and specify the key attributes influencing successfulness of implementation of the cross-border merger and acquisition projects, extracted on the basis of an analysis of views of managers from 120 international corporations that have been the subject of a cross-border merger or acquisition. Subsequently, the original PAM&A methodology - Project Attributes of Mergers and Acquisitions was verified. Factor analysis of the data obtained enabled the extraction of three key attributes: Project Partners, Project Processes, and Project Conditions. The contribution also presents the basic parameters of PAM&A and their content specifications. The original PAM&A can be used as a tool to measure the individual attributes as they create one coherent whole which influences the successful implementation of cross-border merger and acquisition projects.
PL
Celem badania jest identyfikacja i wyszczególnienie kluczowych atrybutów wpływających na pomyślność realizacji transgranicznych projektów fuzji i przejęć, wyodrębnionych na podstawie analizy opinii menedżerów ze 120 międzynarodowych korporacji, które były przedmiotem transgranicznych fuzji lub przejęć. Następnie zweryfikowano oryginalną metodologię PAM & A - atrybuty projektu fuzji i przejęć. Analiza czynnikowa uzyskanych danych umożliwiła wyodrębnienie trzech kluczowych atrybutów: partnerów projektu, procesów projektowych i warunków projektu. Wkład przedstawia również podstawowe parametry PAM & A i ich specyfikację treści. Oryginalny PAM & A może być wykorzystywany jako narzędzie do mierzenia poszczególnych atrybutów, ponieważ tworzą one jedną spójną całość, która wpływa na pomyślną realizację transgranicznych projektów fuzji i przejęć.
Rocznik
Strony
105--117
Opis fizyczny
Bibliogr. 40 poz., rys., tab.
Twórcy
autor
  • Faculty of Management, University of Prešov in Prešov, Slovakia
  • Faculty of Management, University of Prešov in Prešov, Slovakia
  • Faculty of Management, University of Prešov in Prešov, Slovakia
  • Faculty of Management, University of Prešov in Prešov, Slovakia
  • Faculty of Management, University of Prešov in Prešov, Slovakia
Bibliografia
  • 1. Alias Z., Zawawi E.M.A., Yusof K., Aris, N.M., 2014, Determining Critical Success Factors of Project Management Practice: A conceptual framework, Procedia - Social and Behavioral Sciences, 153.
  • 2. Appelbaum S.H., Gandell J., Yortis H., Proper S., Jobin F., 2000, Anatomy of a merger: behavior of organizational factors and processes throughout the pre-during-post-stages (part 2), Management Decision, 38(10).
  • 3. Appelbaum S.H., Lefrancois F., Tonna R., Shapiro B.T., 2007, Mergers 101 (part two): training managers for culture, stress, and change challenges, Industrial and Commercial Training, 39(4).
  • 4. Birkinshaw J., Bresman H., Håkanson L., 2000, Managing the post-acquisition integration process: How the human integration and task integration processes interact to foster value creation, “Journal of Management Studies”, 37(3).
  • 5. Bureau van Dijk, 2017, Zephyr. Data gained for the period of 2010-2016. Available at: http://www.bvdinfo.com/en-gb/our-products/economic-and-m-a/m-a-data/zephyr. Accessed on: 10.05.2017.
  • 6. Cox R.A.K., 2006, Merger and Acquisition: A Review of the Literature, Corporate Ownership & Control, 3(3).
  • 7. DiGeorgio R.M., 2003, Making mergers and acquisitions work: What we know and don’t know - Part II, “Journal of Change Management”, 3(3).
  • 8. Epstein M.J., 2005, The determinants and evaluation of merger success, Business Horizons, January/February, 48(1).
  • 9. Finch P., 2003, Applying the Slevin-Pinto Project Implementation Profile to an Information Systems Project, “Project Management Journal”, 34(3).
  • 10. Fortune J., White D., 2004, Framing of project critical success factors by a systems model, “International Journal of Project Management”, 24(1).
  • 11. Gadiesh O., Ormiston C., Rovit S., Critchlow J., 2001, The ‘why’ and ‘how’ of merger success, “European Business Journal”, 13(4).
  • 12. Galpin T.J., Herndon M., 2014, The complete guide to mergers and acquisitions, 3rd ed, San Francisco: Jossey-Bass, A Wiley Brand.
  • 13. Gaughan P.A., 2015, Mergers, Acquisitions, and Corporate restructuring, 6th ed. New York: John Wiley and Sons, Inc.
  • 14. Gomes E., Donnelly T., Morris D., Collis C., 2007, Improving Merger Process Management Skills Over Time: A Comparison Between the Acquisition Processes of Jaguar and of Land Rover by Ford, “The Irish Journal of Management”, 28(1).
  • 15. Grotenhuis F.D.J., Weggenman M.P., 2002, Knowledge management in international mergers, Knowledge and process management, 9(2).
  • 16. Haransky S.A., 1999, Merger Mania and Misunderstandings: Why the Merger and Acquisition Process Sometimes Fails, “Journal of management in engineering”, 15(6).
  • 17. Hečková J., Frankovský M., Birknerová Z., Chapčáková A., Zbihlejová L., 2017, Cross-border mergers and acquisitions in the context of key determinants of their implementation in the pre-merger-and-acquisition process, [In:] New Trends and Issues Proceedings on Humanities and Social Sciences, 4(10), 6th World Conference on Business, Economics and Management - WBEM 2017, 4-6 May 2017, Kyrenia, North Cyprus.
  • 18. Hofstede G., 2003, Culture’s Consequences: Comparing Values, Behaviors, Institutions and Organizations across Nations, 2nd ed. Thousand Oaks: Sage Publications.
  • 19. Hunt P.A., 2011, Structuring mergers and acquisitions: A guide to creating shareholder value, 5th ed. New York: Aspen Publishers.
  • 20. Koraus A., Štefko R., Dobrovič J., 2015, Acqusition Activity in Financial Sector, [In:] Kajurova V., Krajicek J. (Eds.), European Financial Systems 2015: Proceedings of the 12th International Scientific Conference.
  • 21. Kubalenko A., 2018, Activation of the Economic Security of Ukraine in Terms of the European Integration, “Montenegrin Journal of Economics”, 14(2).
  • 22. Kühlman T., Dowling P., 2005, Daimler Chrysler: A Case Study of a Cross-Border Merger, [In:] Stahl G.K., Mendenhall M.E. (Eds.), Mergers and Acquisitions: Managing Culture and Human Resources, Stanford: Stanford University Press.
  • 23. Marks M.L., Mirvis P., 1985, Merger Syndrome: Stress and Uncertainty, Mergers & Acquisitions, 20(2).
  • 24. Mirvis P.H., Marks M.L., 2003, Managing the merger: Making it work, USA: Beard Book.
  • 25. Nicholas J.M., 2004, Project Management for Business and Engineering: Principles and Practice, 2nd ed. Burlington (USA): Elsevier Butterworth - Heinemann.
  • 26. Nicholas J.M., Steyn H., 2017, Project Management for Engineering, Business and Technology, 5th ed. New York: Routledge (Taylor & Francis Group).
  • 27. Novickytė L., Pedroja G., 2015, Assessment of mergers and acquisitions in banking on small open economy as sustainable domestic financial system development, Economics and Sociology, 8(1).
  • 28. Papadakis V.M., 2005, The role of broader context and the communication program in merger and acquisition implementation success, Management Decision, 43(2).
  • 29. Patel T., 2014, Cross-Cultural Management: A traditional Approach, 1st ed. New York: Routledge (Taylor & Francis Group).
  • 30. Roberts A., Wallace W., Moles P., 2016, Mergers and Acquistions, Edinburgh: Edinburgh Business School & Heriot-Watt University, MQ-A2-engb 1/2016 (1020).
  • 31. Sarala R., 2008, The impact of cultural factors on post-acquisition integration - Domestic and foreign acquisitions of Finnish companies in 1993-2004, Helsinki: Swedish School of Economics and Business Administration.
  • 32. Schraeder M., Self D.R., 2003, Enhancing the success of mergers and acquisitions: An organizational culture perspective, Management Decision, 41(5).
  • 33. Seo M.G., Hill S., 2005, Understanding the Human Side of Merger and Acquisition: An Integrative Framework, The Journal of Applied Behavioral Science, 41(4).
  • 34. Stahl G.K., Kremershof R., Larsson R., 2004, Trust dynamics in mergers and acquisitions: A case survey, [In:] Acad. Management Conf., New Orleans, LA, August 6-11.
  • 35. Sudarsanam P.S., 1995, The Essence of Merger and Acquisitions, London: Prentice Hall.
  • 36. Testa G., Morosini P., 2001, How to Win in Execution: The Role of Leadership in CNH Construction Equipment M&A and Alliances, [In:] Proceedings of the Carnegie Bosch Institute 5th International Conference on Growing the International Firm: Success in Mergers, Acquisitions, Networks and Alliances (M. Trick (ed)). Held October 4-6 2001, Berlin: Carnegie Mellon University Press, No. 1.
  • 37. Vaara E., 1999, Cultural Differences and post-merger problems: misconception and cognitive simplifications, Nordiske Organisasjonsstudier, 1(2).
  • 38. Vaara E., 2002, On the discursive construction of success/Failure in narratives of post-merger integration, Organization studies, 23(2).
  • 39. Vermeulen F., Barkema H., 2001, Learning through Acquisitions, “Academy of Management Journal”, 44(3).
  • 40. Westerveld E., 2003, The Project Excellence Model: linking success criteria and critical success factors, “International Journal of Project Management”, 21(6).
Uwagi
Opracowanie rekordu w ramach umowy 509/P-DUN/2018 ze środków MNiSW przeznaczonych na działalność upowszechniającą naukę (2018).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-ea728ff8-ad23-4fb0-9979-99bf9c08d7a9
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