Synopses & Reviews
This book tackles the strategic, financial and procedural aspects of planning and executing mergers, acquisitions and strategic alliances. It also explores the similarities and differences between these various types of transaction and illustrates each with case studies, to help students from final year undergraduate to MBA.
Review
"There is a gap in the market for a text that combines M&A and strategic alliances. I would recommend it to students on my M&A module as supplementary reading and students on Research Methods in Mergers as core." - Ben Ukaegbu, London Metropolitan Business School, UK
"This is the first book to provide thorough descriptions and discussion about Mergers and Acquisitions (M&A) and Strategic Alliances (SA). It is also the first to compare these important strategic alternatives that are the main mode for internationalization. The book is an important addition to the current knowledge, for academic, practitioners and students of business administration and international management." - Professor Drori, Tel-Aviv University, Israel
Review
"This book, a unique cooperation between academics and consultants, provides a wealth of insights into all processes of mergers and strategic alliances. The authors' distinctive view of combining all stages of mergers and alliances as a key to creating value is useful for both scholars and executives. The book discusses in practical terms what makes different organizational partnerships work, and what should be done before, during and after the deal. Mergers and alliances management will be a required competency of most senior management for a long time to come, and the lessons that this book offers should be learned by executives and in business schools."— Professor Oded Shenkar, Ohio State University
"This book provides a wealth of insights into the strategic, organizational, and cultural aspects of alliances, mergers and acquisitions. It effectively blends scholarship and practice with chapters offering theoretical frameworks, cutting-edge research, real-life examples and useful assignments. This book is of significant value to a wide range of audiences including scholars, executives, educators and students."— Professor Guenter Stahl, INSEAD University
"This is the first book to provide thorough descriptions and discussion about Mergers and Acquisitions (M&A) and Strategic Alliances (SA). It is also the first to compare these important strategic alternatives that are the main mode for internationalization. The book is an important addition to the current knowledge, for academic, practitioners and students of business administration and international management."— Professor Drori, Tel-Aviv University, Israel
"A substantial text with useful practical advice, helpful frameworks and illuminating case studies."— Professor Duncan Angwin, Oxford Brookes University, UK
"The added value of this book is the way the authors succeeded to combine recent research conclusions with organizational decision making processes and M&A key success factors. As a practitioner and former senior executive of Teva - the world leader of the Generic Pharmaceutical industry recognized for its successful growth track record of more than 35 acquisitions—I recommend this book as a real contribution to our academic and managerial 'body of knowledge'."— Haim Benyamini, Former Corporate HR, Teva
About the Author
EMANUEL GOMES is the Principal Lecturer in Corporate Strategy at Coventry Business School, University of Coventry, UK. He specialises in strategic management, international strategic management, managing partnerships and managing strategic alliances and mergers and acquisitions.
YAAKOV WEBER is the Chair of the Strategy and Entrepreneurship Department and also acts as President at the EuroMed Research Business Institute. He lectures in various unversities across the United States, Europe and China in graduate schools of business administration and exectutive programmes.
CHRIS BROWN is the owner and Managing Director of Acquisition Solutions Ltd. He advises companies on mergers and acquisitions, strategic growth and business turn-arounds.
SHLOMO YEDIDIA TARBA is a lecturer in Organizational Behavior in School of Business Administration of the Law and Business Academic Center, Ramat Gan, and Global Strategic Alliances and Mergers and Acquisitions at Department of Economics and Management of The Open University, Raanana, Israel. His research interests relate to corporate strategy, strategic partnerships, mergers and acquisitions, and human resource management. He has published in International Studies of Management and Organizations, Human Resource Management Review, Advances In Mergers and Acquisitions.
Table of Contents
M&A and Strategic Alliances: The Basic Concepts
Economic Arguments and Consequences
Understanding the Processes: Pre-Agreement Issues
The Evaluation Process: Selecting the type of Arrangement
Choosing the Right Partner
Executing the Transaction
Integration Management