Advances in Mergers and Acquisitions, Volume 2 (Advances in by A. Gregory, C. L. Cooper

By A. Gregory, C. L. Cooper

Bringing jointly teachers from numerous disciplines, those papers combine the disparate yet becoming physique of literature on mergers and acquisitions. The sequence is released to provide an explanation for and speak about the unsatisfactory results that consequence from many poorly conceived mergers.

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Led MBO team on a beach at 10am celebrating the fact that they had just bought the company. The other showed a row of sober suited people in a wood panelled hotel reception room the day Integrating Acquisitions 49 the contract to sell the company to a German company was signed. K. MD felt graphically illustrated the difference in formality between the two companies. However, while there may sometimes be a sober suited formality associated with German management there is also a sense, as the interviews revealed, in which German management style can be very informal.

But their ability to make decisions was somewhat strange to say the least. Another German company (G9) started out very autocratically but showed that personal relationships as well as success could influence the degree of freedom a subsidiary enjoyed. The MD of the subsidiary commented that: . . We would use G where we needed them but push them away where we didn’t . . we were able to wave our results as justification for the UDI that we declared. It was a quirk of the changing times within G and our success that lead them to that method of control.

Fig. 1. Spectrum of Integration. Integrating Acquisitions 33 34 ROBERT PITKETHLY, DAVID FAULKNER AND JOHN CHILD Control of new acquisitions is seen as a key issue by Calori, Lubatkin and Very (1994) who study the effect of culture on the process of integration. Calori et al. rely in their analysis on the control strategy dimensions of centralisation and formalisation identified by Child (1972, 1973). K. American firms however were found to exercise higher formal control through procedures than the British when they buy firms in France.

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