Mergers and acquisitions : turmoil in top management teams / Jeffrey A. Krug.

By:

Krug, Jeffrey A. (Jeffrey Alan), 1959- []

Material type: Text

TextPublisher number: 1 | BEPSeries: Strategic management collectionPublisher: [New York, N.Y.] (222 East 46th Street, New York, NY 10017) : Business Expert Press, [(c)2009.]Edition: 1st edDescription: 1 electronic text (x, 134 pages) : digital fileContent type:

text

Media type:

computer

Carrier type:

online resource

ISBN:

9781606490570

Subject(s):

Genre/Form:

[genre]

LOC classification:

HD2746.5

Online resources:

Click here to access online

Available additional physical forms:

Contents:

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.

Abstract: 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?

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Holdings
Item type	Current library	Call number	URL	Status	Date due	Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD)	G. Allen Fleece Library ONLINE	HD2746.5 (Browse shelf(Opens below))	Link to resource	Available		BEP10364227

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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?