Mergers and acquisitions : turmoil in top management teams /
Krug, Jeffrey A. 1959-,
Mergers and acquisitions : turmoil in top management teams / Jeffrey A. Krug. - 1st ed. - 1 electronic text (x, 134 pages) : digital file. - Strategic management collection, 2150-9646 . - Strategic management collection, .
Preface -- Chapter 1. Turmoil in top management teams following mergers and acquisitions -- Chapter 2. Mergers and acquisitions -- Chapter 3. Top management teams -- Chapter 4. Do mergers and acquisitions create value? -- Chapter 5. Why mergers fail -- Chapter 6. Executive turnover and postmerger performance -- Chapter 7. Before the merger: merger motivations and objectives -- Chapter 8. After the merger: why executives stay or leave -- Chapter 9. Conclusion -- Notes -- References -- Index.
Access restricted to authorized users and institutions.
Mergers and acquisitions (M&As) can be tumultuous for executives. Target companies can expect to lose close to 40% of their top management teams within 2 years after an acquisition. Executives who stay often lose status and autonomy and view their company's acquisition as detrimental to themselves, both personally and professionally. It is common for acquiring firms to replace target executives with their own shortly after an acquisition. Existing research, however, suggests that doing so leads to lower target company performance. Why, then, are acquiring firms so quick to replace target company executives after an acquisition?
Mode of access: World Wide Web.
9781606490570
10.4128/9781606490570 doi
1 BEP
Consolidation and merger of corporations.
Executives.
Senior leadership teams.
Labor turnover.
Mergers and acquisitions Top management teams Executive leadership Executive turnover Cross-border acquisitions
[genre]
HD2746.5
Mergers and acquisitions : turmoil in top management teams / Jeffrey A. Krug. - 1st ed. - 1 electronic text (x, 134 pages) : digital file. - Strategic management collection, 2150-9646 . - Strategic management collection, .
Preface -- Chapter 1. Turmoil in top management teams following mergers and acquisitions -- Chapter 2. Mergers and acquisitions -- Chapter 3. Top management teams -- Chapter 4. Do mergers and acquisitions create value? -- Chapter 5. Why mergers fail -- Chapter 6. Executive turnover and postmerger performance -- Chapter 7. Before the merger: merger motivations and objectives -- Chapter 8. After the merger: why executives stay or leave -- Chapter 9. Conclusion -- Notes -- References -- Index.
Access restricted to authorized users and institutions.
Mergers and acquisitions (M&As) can be tumultuous for executives. Target companies can expect to lose close to 40% of their top management teams within 2 years after an acquisition. Executives who stay often lose status and autonomy and view their company's acquisition as detrimental to themselves, both personally and professionally. It is common for acquiring firms to replace target executives with their own shortly after an acquisition. Existing research, however, suggests that doing so leads to lower target company performance. Why, then, are acquiring firms so quick to replace target company executives after an acquisition?
Mode of access: World Wide Web.
9781606490570
10.4128/9781606490570 doi
1 BEP
Consolidation and merger of corporations.
Executives.
Senior leadership teams.
Labor turnover.
Mergers and acquisitions Top management teams Executive leadership Executive turnover Cross-border acquisitions
[genre]
HD2746.5