Mergers and Acquisitions: Turmoil in Top Management Teams
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 them...
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| Tác giả chính: | |
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| Định dạng: | Sách |
| Ngôn ngữ: | English |
| Được phát hành: |
Business Expert
2012
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| Những chủ đề: | |
| Truy cập trực tuyến: | http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/31107 |
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| Thư viện lưu trữ: | Thư viện Trường Đại học Đà Lạt |
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| Tóm tắt: | 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 fi rms 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 fi rms so quick to replace target company executives
after an acquisition?
Mergers and Acquisitions: Turmoil in Top Management Teams gives
executives an in-depth look at the consequences of M&As for acquired
top management teams. It examines M&As as a corporate growth strategy,
the importance of top management teams to a fi rm’s long-term performance,
the reasons why executives depart after an acquisition, and the
effects of these departures on target company performance. It then discusses
when executive turnover may be desirable or undesirable and how
acquiring fi rms can more effectively manage target company executive
teams during the integration process.
An understanding of these leadership issues may play an important
role in determining merger success. |
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