Skip to main content

The Notion of Performance in Merger and Acquisition Research

  • Chapter
  • First Online:
Mergers and Acquisitions
  • 1285 Accesses

Abstract

A significant share, if not the majority, of M&A research is concerned with the issue of performance. While sharing concerns to better understand and explain performance, the degree to which researchers share views of what are acceptable or superior ways of regarding performance is significantly lower; a tendency that is strengthened once measurement of performance is considered. This chapter delves into the development of the performance concept by sketching the measures commonly applied in M&A research. It discusses the most common performance measures in M&A research, pointing to underlying assumptions, strengths, and limitations. Rather than pursuing an ambition to find a single ‘best’ measure, the chapter suggests the use of performance measures can increase in clarity, thus strengthening the use of M&A performance as an umbrella construct.

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

Access this chapter

Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 119.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 159.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 159.99
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

  • Ahammad, M. F., Tarba, S. Y., Liu, Y., & Glaister, K. W. (2016). Knowledge transfer and cross-border acquisition performance: The impact of cultural distance and employee retention. International Business Review,25(1), 66–75.

    Article  Google Scholar 

  • Argote, L., & Miron-Spektor, E. (2011). Organizational learning: From experience to knowledge. Organization Science,22(5), 1123–1137.

    Article  Google Scholar 

  • Barkema, H. G., & Schijven, M. (2008). Toward unlocking the full potential of acquisitions: The role of organisational restructuring. The Academy of Management Journal,51(4), 696–722.

    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, 53(2), 290–301.

    Google Scholar 

  • Bild, M. (1998). Valuation of takeovers (Doctoral thesis). Economic Research Institute, Stockholm School of Economics.

    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 

  • Bromiley, P., Govekar, M., & Marcus, A. (1988). On using event-study methodology in strategic management research. Technovation,8(1–3), 25–42.

    Article  Google Scholar 

  • Cambridge Dictionary. https://dictionary.cambridge.org/dictionary/english/performance. Retrieved August 12, 2019.

  • Capron, L. (2016, July). Strategies for M&As: When is acquisition the right mode to grow? Accounting and Business Research, 47(5), 453–462.

    Google Scholar 

  • Clougherty, J. A., & Duso, T. (2009). The Impact of horizontal mergers on rivals: Gains to being left outside a merger. Journal of Management Studies,46(8), 1365–1395.

    Article  Google Scholar 

  • Coff, R. W. (1999). How buyers cope with uncertainty when acquiring firms in knowledge-intensive industries: Caveat emptor. Organization Science,10(2), 144–161.

    Article  Google Scholar 

  • Cording, M., Christmann, P., & Weigelt, C. (2010). Measuring theoretically complex constructs: The case of acquisition performance. Strategic Organization,8(1), 11–41.

    Article  Google Scholar 

  • Dewing, S. (1921). A statistical test of the success of consolidations author. The Quarterly Journal of Economics,36(1), 84–101.

    Article  Google Scholar 

  • Dolley, J. C. (1933). Common-stock split-ups: Motives and effects. Harvard Business Review,12(1), 70–81.

    Google Scholar 

  • Fama, E. F. (1970). Efficient capital markets: A review of theory and empirical work. The Journal of Finance,25(2), 383–418.

    Article  Google Scholar 

  • Freeman, E. (1984). Strategic management: A stake-holder approach. Boston: Pitman Press.

    Google Scholar 

  • Graebner, M. E. (2004). Momentum and serendipity: How acquired leaders create value in the integration of technology firms. Strategic Management Journal,25(8/9), 751–777.

    Article  Google Scholar 

  • Haspeslagh, P. C., & Jemison, D. B. (1991). Managing acquisitions: Creating value through corporate renewal. New York: Free Press.

    Google Scholar 

  • Hellgren, B., Lowstedt, J., Puttonen, L., Tienari, J., Vaara, E., & Werr, A. (2002). How issues become (re)constructed in the media: Discursive practices in the AstraZeneca merger. British Journal of Management,13(2), 123–140.

    Article  Google Scholar 

  • Hitt, M., Harrison, J., Ireland, R. D., & Best, A. (1998). Attributes of successful and unsuccessful acquisitions of US firms. British Journal of Management,9(2), 91–114.

    Article  Google Scholar 

  • Jensen, M. C., & Ruback, R. S. (1983). The market for corporate control. Journal of Financial Economics,11(1–4), 5–50.

    Article  Google Scholar 

  • King, D. R., Dalton, D. R., Daily, C. M., & Covin, J. G. (2004). Meta-analyses of post-acquisition performance: Indications of unidentified moderators. Strategic Management Journal,25(2), 187–200.

    Article  Google Scholar 

  • King, D. R., & Schriber, S. (2016). Addressing competitive responses to acquisitions. California Management Review,58(3), 109–125.

    Article  Google Scholar 

  • Kitching, J. (1967). Why do mergers miscarry? Harvard Business Review,45(6), 84–101.

    Google Scholar 

  • Knorr Cetina, K., & Bruegger, U. (2002). Global microstructures: The virtual societies of financial markets. American Journal of Sociology,107, 905–950.

    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 

  • Lubatkin, M., & Shrieves, R. E. (1986). Towards reconciliation of market performance measures to strategic management research. Academy of Management Review,11(3), 497–512.

    Article  Google Scholar 

  • MacKinlay, A. C. (1997). Event studies in economics and finance. Journal of Economic Literature,35(1), 13–39.

    Google Scholar 

  • Makri, M., Hitt, M. A., & Lane, P. J. (2010). Complementary technologies, knowledge relatedness, and invention outcomes in high technology mergers and acquisitions. Strategic Management Journal,31(6), 602–628.

    Google Scholar 

  • McCarthy, K. J., & Aalbers, H. L. (2016). Technological acquisitions: The impact of geography on post-acquisition innovative performance. Research Policy,45(9), 1818–1832.

    Article  Google Scholar 

  • McGee, J., Thomas, H., & Wilson, D. C. (2005). Strategy: Analysis & practice. London: McGraw-Hill.

    Google Scholar 

  • McNamara, G. M., Haleblian, J. J., & Dykes, B. J. (2008). The performance implications of participating in an acquisition wave. Academy of Management Journal,51(1), 113–130.

    Article  Google Scholar 

  • McWilliams, A., & Siegel, D. (1997). Event studies in management research: Theoretical and empirical issues. Academy of Management Journal,40, 626–657.

    Article  Google Scholar 

  • Meeks, G., & Meeks, J. G. (1981). Profitability measures as indicators of post-merger efficiency. Journal of Industrial Economics,29, 335–344.

    Article  Google Scholar 

  • Meglio, O. (2009). Measuring performance in technology-driven M&As: Insights from a literature review. Advances in Mergers and Acquisitions,8, 103–118.

    Article  Google Scholar 

  • Meschi, P.-X. X., & Metais, E. (2013). Do firms forget about their past acquisitions? Evidence from French acquisitions in the United States (1988–2006). Journal of Management,39(2), 469–495.

    Article  Google Scholar 

  • Meyer, C. B. (2008). Value leakages in mergers and acquisitions: Why they occur and how they can be addressed. Long Range Planning,41(2), 197–224. https://doi.org/10.1016/j.lrp.2008.01.003.

    Article  Google Scholar 

  • Meyer, K. E., & Lieb-Dóczy, E. (2003). Post-acquisition restructuring as evolutionary process. Journal of Management Studies,40(2), 458–482.

    Article  Google Scholar 

  • Miller, D., Le Breton-Miller, I., & Lester, R. H. (2010). Family ownership and acquisition behavior in publicly-traded companies. Strategic Management Journal,31(2), 201–223.

    Google Scholar 

  • Moeller, S. B., Schlingemann, F. P., & Stulz, R. M. (2005). Wealth destruction on a massive scale: A study of acquiring firm returns in the merger wave of the late 1990s. Journal of Finance,60(2), 757–782.

    Article  Google Scholar 

  • Montgomery, C. A., & Wilson, V. A. (1986). Research note and communication mergers that last: A predictable pattern? Strategic Management Journal,7(1), 91–96.

    Article  Google Scholar 

  • Mueller, D. C. (1969). A theory of conglomerate mergers. Quarterly Journal of Economics,83(4), 643–659.

    Article  Google Scholar 

  • Oler, D. K., Harrison, J. S., & Allen, M. R. (2008). The danger of misinterpreting short-window event study findings in strategic management research: An empirical illustration using horizontal acquisitions. Strategic Organization,6(2), 151–184.

    Article  Google Scholar 

  • Papadakis, V. M., & Thanos, I. C. (2010). Measuring the performance of acquisitions: An empirical investigation using multiple criteria. British Journal of Management,21(4), 859–873.

    Article  Google Scholar 

  • Pennings, J. M., Barkema, H., & Douma, S. (1994). Organizational learning and diversification. Academy of Management Journal,37(3), 608–640.

    Article  Google Scholar 

  • Porter, M. E. (1987, May–June). From competitive advantage to corporate strategy. Harvard Business Review, 65(3), 43–59.

    Google Scholar 

  • Preda, A. (2007). The sociological approach to financial markets. Journal of Economic Surveys,21, 506–533.

    Article  Google Scholar 

  • Ranft, A. L., & Lord, M. D. (2002). Acquiring new technologies and capabilities: A grounded model of acquisition implementation. Organization Science,13(4), 420–441.

    Article  Google Scholar 

  • Riad, S. (2005). The power of “organizational culture” as a discursive formation in merger integration. Organization Studies,26(10), 1529–1554.

    Article  Google Scholar 

  • Riad, S., & Daellenbach, U. (2019). Varieties of value in mergers and acquisitions: Time for a new research agenda. In C. Cooper & S. Finkelstein (Eds.), Advances in mergers and acquisitions (pp. 125–138). Bingley: Emerald Publishing Limited.

    Google Scholar 

  • Risberg, A. (1999). Ambiguities thereafter-an interpretive approach to acquisitions (Doctoral thesis). Lund University, Lund, Sweden.

    Google Scholar 

  • Risberg, A. (2001). Employee experiences of acquisition processes. Journal of World Business,36(1), 58.

    Article  Google Scholar 

  • Saorín-Iborra, M. C. (2008). Time pressure in acquisition negotiations: Its determinants and effects on parties’ negotiation behaviour choice. International Business Review,17(3), 285–309.

    Article  Google Scholar 

  • Schoenberg, R. (2006). Measuring the performance of corporate acquisitions: An empirical comparison of alternative metrics. British Journal of Management,17, 361–370.

    Article  Google Scholar 

  • Schriber, S., & Löwstedt, J. (2018). Managing asset orchestration: A processual approach to adapting to dynamic environments. Journal of Business Research, 90(May 2017), 307–317.

    Google Scholar 

  • Schweizer, L. (2005). Organizational integration of acquired biotechnology companies into pharmaceutical companies: The need for a hybrid approach. Academy of Management Journal,48(6), 1051–1074.

    Article  Google Scholar 

  • Sirower, M. L. (1997). The synergy trap—How companies lose the acquisition game. New York: Free Press.

    Google Scholar 

  • Stahl, G. K., & Voigt, A. (2008). Do cultural differences matter in mergers and acquisitions? A tentative model and examination. Organization Science,19(1), 160–176.

    Article  Google Scholar 

  • Steers, R. M. (1975). Problems in the measurement of organizational effectiveness. Administrative Science Quarterly,20(4), 546–558.

    Article  Google Scholar 

  • Teerikangas, S. (2010). Dynamics of acquired firm pre-acquisition employee reactions. Journal of Management,38(2), 599–639.

    Article  Google Scholar 

  • Tienari, J. (2000). Gender segregation in the making of a merger. Scandinavian Journal of Management,16(2), 111–144.

    Article  Google Scholar 

  • Trautwein, F. (1990). Merger motives and merger prescriptions. Strategic Management Journal,11(4), 283–295.

    Article  Google Scholar 

  • Uhlenbruck, K., Hitt, M. A. M. A., & Semadeni, M. (2006). Market value of acquisitions involving internet firms: A resource-based analysis. Strategic Management Journal,27(10), 899–913.

    Article  Google Scholar 

  • Vaara, E. (2002). On the discursive construction of success/failure in narratives of post-merger integration. Organization Studies,23(2), 211–248.

    Article  Google Scholar 

  • Van Der Linden, B., & Freeman, R. E. (2017). Profit and other values: Thick evaluation in decision making. Business Ethics Quarterly,27(3), 353–379.

    Article  Google Scholar 

  • Wang, L., & Zajac, E. J. (2007). Alliance or acquisition? A dyadic perspective on interfirm resource combinations. Strategic Management Journal,28(13), 1291–1317.

    Article  Google Scholar 

  • Warriner, C. K., Hall, R. H., & McKelvey, B. (1981). The comparative description of organizations: A research note and invitation. Organization Studies,2(2), 173–175.

    Article  Google Scholar 

  • Weber, Y., Rachmann-Moore, D., & Tarba, S. Y. (2012). HR practices during post-merger conflict and merger performance. International Journal of Cross Cultural Management,12(1), 73–99.

    Article  Google Scholar 

  • Zaheer, A., Castañer, X., & Souder, D. (2013). Synergy sources, target autonomy, and integration in acquisitions. Journal of Management,39(3), 604–632.

    Article  Google Scholar 

  • Zajac, E. J., & Westphal, J. D. (2004). The social construction of market value: Institutionalization and learning perspectives on stock market reactions. American Sociological Review,69(3), 433–457.

    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 

  • Zollo, M., & Meier, D. (2008). What is M&A performance? Academy of Management Perspective, 22(3), 55–78.

    Google Scholar 

  • Zuckerman, E. W. (2004). Structural incoherence and stock market activity. American Sociological Review,69, 405–432.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Rights and permissions

Reprints and permissions

Copyright information

© 2020 The Author(s)

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Schriber, S. (2020). The Notion of Performance in Merger and Acquisition Research. In: Mergers and Acquisitions. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-030-40459-8_6

Download citation

Publish with us

Policies and ethics