Skip to main content
SpringerLink
Log in
SpringerLink
Log in

Onwards and Upwards: Broadened and Deepened Perspectives on M&As

  • Chapter
  • First Online:
Strategic Decisions and Sustainability Choices

  • 1011 Accesses

Abstract

This chapter looks at crucial assumptions underpinning this book and provides new perspectives for future M&A research. Recognizing the importance of recent trends including globalization and global programs of cross-border acquisitions, this chapter builds upon and looks beyond what has already been elaborated. Combining the themes of CSR and non-Western acquirers, this chapter delves into some of the fundamental theoretical starting points touched upon earlier. It argues that the book represents a strategic, actionable outlook on M&As, and thereby outlines novel ways of engaging with the world through M&As. It also proposes a framework and suggests innovative directions and a research agenda for future M&A research.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 89.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Hardcover Book
USD 119.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Alvesson, M., & Sandberg, J. (2013). Generating research questions. Academy of Management Review, 36(2), 247–271.

    Google Scholar 

  • Banerjee, S. B. (2008). Corporate social responsibility. The good, the bad, and the ugly. Critical Sociology, 34(1), 51–79.

    Article  Google Scholar 

  • Bauer, F., Schriber, S., Degischer, D., & King, D. R. (2018). Contextualizing speed and cross-border acquisition performance: Labor market flexibility and efficiency effects. Journal of World Business. https://doi.org/10.1016/j.jwb.2018.01.001

    Article  Google Scholar 

  • 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), 395–425.

    Article  Google Scholar 

  • Björkman, I., Fey, C. F., & Park, H. J. (2007). Institutional theory and MNC subsidiary HRM practices: Evidence from a three-country study. Journal of International Business Studies, 38(3), 430–446.

    Article  Google Scholar 

  • Campbell, J. T., Sirmon, D. G., & Schijven, M. (2016). Fuzzy logic and the market: A configurational approach to investor perceptions of acquisition announcements. Academy of Management Journal, 59(1), 163–187.

    Article  Google Scholar 

  • Donaldson, T., & Preston, L. E. (1995). The stakeholder theory of the corporation: Concepts, evidence, and implications. Academy of Management Review, 20(1), 65–91.

    Article  Google Scholar 

  • Freeman, R. E. (1999). Response: Divergent stakeholder theory. Academy of Management Review, 24(2), 233–236.

    Google Scholar 

  • Froese, F. J., Pak, Y. S., & Chong, L. C. (2008). Managing the human side of cross-border acquisitions in South Korea. Journal of World Business, 43(1), 97–108.

    Article  Google Scholar 

  • Gilbert, D. R. (1996). Ethics through corporate strategy. Oxford University Press on Demand.

    Google Scholar 

  • Graebner, M. E. (2009). Caveat venditor: Trust asymmetries in acquisitions of entrepreneurial firms. Academy of Management Journal, 52(3), 435–472.

    Article  Google Scholar 

  • Graebner, M. E., Heimeriks, K. H., Huy, Q. N., & Vaara, E. (2017). The process of postmerger integration: A review and agenda for future research. Academy of Management Annals, 11(1), 1–32.

    Article  Google Scholar 

  • Greenwood, R., & Miller, D. (2010). Tackling design anew: Getting back to the heart of organizational theory. Academy of Management Perspectives, 24(4), 78–88.

    Google Scholar 

  • Haleblian, J., Devers, C. E., McNamara, G., Carpenter, M. A., & Davison, R. B. (2009). Taking stock of what we know about mergers and acquisitions: A review and research agenda. Journal of Management, 35(3), 469–502.

    Article  Google Scholar 

  • Harwood, I. (2006). Confidentiality constraints within mergers and acquisitions: Gaining insights through a “bubble” metaphor. British Journal of Management, 17(4), 347–359.

    Article  Google Scholar 

  • Jemison, D. B., & Sitkin, S. B. (1986). Corporate acquisitions: A process perspective. Academy of Management Review, 11(1), 145–163.

    Article  Google Scholar 

  • Jensen, M. C. (2000). Value maximization and the corporate objective function. In M. Beer & N. Nohria (Eds.), Breaking the code of change (pp. 35–57). Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Jensen, T., & Sandström, J. (2011). Stakeholder theory and globalization: The challenges of power and responsibility. Organization Studies, 32(4), 473–488.

    Article  Google Scholar 

  • Jensen, T., & Sandström, J. (2013). In defense of stakeholder pragmatism. Journal of Business Ethics, 2(2), 225–237.

    Article  Google Scholar 

  • King, D. R., Bauer, F., & Schriber, S. (2018). The state of the art of M&A research. London: Routledge.

    Google Scholar 

  • Kling, G., Ghobadian, A., Hitt, M. A., Weitzel, U., & O’Regan, N. (2014). The effects of cross-border and cross-industry mergers and acquisitions on home-region and global multinational enterprises. British Journal of Management, 25, 116–132.

    Article  Google Scholar 

  • Krug, J. A., & Hegarty, H. W. (1997). Postacquisition turnover among U.S. top management teams: An analysis of the effects of foreign vs. domestic acquisitions of U.S. targets. Strategic Management Journal, 18(8), 667–675.

    Article  Google Scholar 

  • Laamanen, T., & Keil, T. (2008). Performance of serial acquirers: Toward an acquisition program perspective. Strategic Management Journal, 29(6), 663–672.

    Article  Google Scholar 

  • Larsson, R., & Finkelstein, S. (1999). Integrating strategic, organizational, and human resource perspectives on mergers and acquisitions: A case survey of synergy realization. Organization Science, 10(1), 1–26.

    Article  Google Scholar 

  • Meglio, O., & Risberg, A. (2010). Mergers and acquisitions: Time for a methodological rejuvenation of the field? Scandinavian Journal of Management, 26(1), 87–95. https://doi.org/10.1016/j.scaman.2009.11.002

    Article  Google Scholar 

  • Öberg, C. (2014). Customer relationship challenges following international acquisitions. International Marketing Review, 31(3), 259–282.

    Article  Google Scholar 

  • Pablo, A. L., Sitkin, S. B., & Jemison, D. B. (1996). Acquisition decision-making processes: The central role of risk. Journal of Management, 22(5), 723–746.

    Article  Google Scholar 

  • Parvinen, P., & Tikkanen, H. (2007). Incentive asymmetries in the mergers and acquisitions process. Journal of Management Studies, 44(5), 759–787. https://doi.org/10.1111/j.1467-6486.2007.00698.x

    Article  Google Scholar 

  • Rabbiosi, L., Elia, S., & Bertoni, F. (2012). Acquisitions by EMNCs in developed markets: An organisational learning perspective. Management International Review, 52(2), 193–212.

    Article  Google Scholar 

  • Roll, R. (1986). The hubris hypothesis of corporate takeovers. Journal of Business, 2(1), 197–216.

    Article  Google Scholar 

  • Rugman, A. M., Kirton, J. J., Soloway, J. A., & Soloway, J. A. (1999). Environmental regulations and corporate strategy: A NAFTA perspective. Oxford University Press on Demand.

    Google Scholar 

  • Schriber, S. (2016). Toward a competitive dynamics perspective on value potential in M&A. In A. Risberg, D. K. King, & O. Meglio (Eds.), The Routledge companion to mergers and acquisitions. Oxon: Routledge.

    Google Scholar 

  • Shrivastava, P. (1986). Postmerger integration. Journal of Business Strategy, 7(1), 65–76.

    Article  Google Scholar 

  • Vaara, E., Sarala, R., Stahl, G. K., & Björkman, I. (2012). The impact of organizational and national cultural differences on social conflict and knowledge transfer in international acquisitions. Journal of Management Studies, 49(1), 1–27.

    Article  Google Scholar 

  • Vaara, E., Tienari, J., Piekkari, R., & Säntti, R. (2005). Language and the circuits of power in a merging multinational corporation. Journal of Management Studies, 42(3), 595–623.

    Article  Google Scholar 

  • Vaara, E., & Whittington, R. (2012). Strategy-as-practice: Taking social practices seriously. The Academy of Management Annals, 6(1), 285–336.

    Article  Google Scholar 

  • Valentini, G., & Di Guardo, M. C. (2012). M&A and the profile of inventive activity. Strategic Organization, 10(4), 384–405.

    Article  Google Scholar 

  • Wright, M., Filatotchev, I., Hoskinsson, R. E., & Peng, M. W. (2005). Guest editors’ introduction strategy research in emerging economies: Challenging the conventional wisdom. Journal of Management Studies, 42(1), 1–33.

    Article  Google Scholar 

  • Zollo, M. (2009). Superstitious learning with rare strategic decisions: Theory and evidence from corporate acquisitions. Organization Science, 20(5), 894–908.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Stockholm Business School, Stockholm University, Stockholm, Sweden

    Svante Schriber

Authors
  1. Svante Schriber
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Svante Schriber .

Rights and permissions

Reprints and permissions

Copyright information

© 2019 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Schriber, S. (2019). Onwards and Upwards: Broadened and Deepened Perspectives on M&As. In: Strategic Decisions and Sustainability Choices. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-05478-6_9

Download citation

Publish with us

Policies and ethics

Search

Navigation