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Evaluating Merger Activity Using a Q...
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Tuggle, John R.
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Evaluating Merger Activity Using a Quantitative Case Study Approach to Aid in the Determination if Mergers and Acquisitions Are a Strategic Advantage to the Creation of Financial Value for Acquiring Company Shareholders.
紀錄類型:
書目-電子資源 : Monograph/item
正題名/作者:
Evaluating Merger Activity Using a Quantitative Case Study Approach to Aid in the Determination if Mergers and Acquisitions Are a Strategic Advantage to the Creation of Financial Value for Acquiring Company Shareholders./
作者:
Tuggle, John R.
出版者:
Ann Arbor : ProQuest Dissertations & Theses, : 2021,
面頁冊數:
170 p.
附註:
Source: Dissertations Abstracts International, Volume: 83-03, Section: A.
Contained By:
Dissertations Abstracts International83-03A.
標題:
Business administration. -
電子資源:
https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28650945
ISBN:
9798535599496
Evaluating Merger Activity Using a Quantitative Case Study Approach to Aid in the Determination if Mergers and Acquisitions Are a Strategic Advantage to the Creation of Financial Value for Acquiring Company Shareholders.
Tuggle, John R.
Evaluating Merger Activity Using a Quantitative Case Study Approach to Aid in the Determination if Mergers and Acquisitions Are a Strategic Advantage to the Creation of Financial Value for Acquiring Company Shareholders.
- Ann Arbor : ProQuest Dissertations & Theses, 2021 - 170 p.
Source: Dissertations Abstracts International, Volume: 83-03, Section: A.
Thesis (D.B.A.)--Lincoln Memorial University, 2021.
This item must not be sold to any third party vendors.
Corporations use a merger and acquisition strategy for business and profitability growth (Akinbuli & Kelilume, 2013), and this methodology for growth is common because mergers and acquisitions provide most companies the ability to achieve growth at a much faster pace than they would experience through organic methods (Gaughan, 2013). Despite the popularity of this growth strategy, mergers and acquisitions are not overly successful and a large amount of empirical evidence shows that acquiring organizations involved in the merger are likely to break- even at best, and have a complete failure at worst (Brouthers, Hastenburg & Ven, 1998). This quantitative case study will identify four merger and acquisition transactions that occurred between 1991 and 1994, from highly prominent corporations that were selected from the technology sector in order to provide an unbiased metric for gauging merger and acquisition success. The acquiring company's total shareholder return is the unbiased metric used in this research and was calculated at three unique intervals. The intervals used were six months before the merger to six months after the merger, 12-months before the merger to 12-months after the merger, and 18-months before the merger to 18-months after the merger. The intervals were used to aid in evaluating the outcome from the merger transaction in order to gauge if the transactions provided a creation of value for the acquiring corporation's shareholder. This research could benefit a shareholder or stakeholder in a company that utilizes mergers and acquisitions as part of their organization's growth strategy as well as merger and acquisition teams to better identify successful transactions in order to model future strategy.
ISBN: 9798535599496Subjects--Topical Terms:
3168311
Business administration.
Subjects--Index Terms:
Acquisition
Evaluating Merger Activity Using a Quantitative Case Study Approach to Aid in the Determination if Mergers and Acquisitions Are a Strategic Advantage to the Creation of Financial Value for Acquiring Company Shareholders.
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Corporations use a merger and acquisition strategy for business and profitability growth (Akinbuli & Kelilume, 2013), and this methodology for growth is common because mergers and acquisitions provide most companies the ability to achieve growth at a much faster pace than they would experience through organic methods (Gaughan, 2013). Despite the popularity of this growth strategy, mergers and acquisitions are not overly successful and a large amount of empirical evidence shows that acquiring organizations involved in the merger are likely to break- even at best, and have a complete failure at worst (Brouthers, Hastenburg & Ven, 1998). This quantitative case study will identify four merger and acquisition transactions that occurred between 1991 and 1994, from highly prominent corporations that were selected from the technology sector in order to provide an unbiased metric for gauging merger and acquisition success. The acquiring company's total shareholder return is the unbiased metric used in this research and was calculated at three unique intervals. The intervals used were six months before the merger to six months after the merger, 12-months before the merger to 12-months after the merger, and 18-months before the merger to 18-months after the merger. The intervals were used to aid in evaluating the outcome from the merger transaction in order to gauge if the transactions provided a creation of value for the acquiring corporation's shareholder. This research could benefit a shareholder or stakeholder in a company that utilizes mergers and acquisitions as part of their organization's growth strategy as well as merger and acquisition teams to better identify successful transactions in order to model future strategy.
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https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=28650945
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