Tag Archives: Mergers and Acquisitions

Practical Lessions of the Merger Horizontal Success Creating Common Positive Value From Culture Of Corporate (Published)

The development history of Mergers and Acquisitions (M & A) a worldwide since 1895 has recorded many success stories. The perfect of M & A strategy helps companies achieve their business/development goals. However, besides the success, there are still M & A deals failing. According to a study by J.P. Morgan failure rates in the deal up to 40%. P. Gibbs,“European mergers of equals have ideal fundamentals to create value, yet Some disappoint”, Internal Analysis J.P. Morgan, 10. July 1998. Mergers and acquisitions (M & A) are transactions in which the ownership of companies, other business organizations or their operating units are transferred or combined. As an aspect of strategic management, M & A can allow enterprises to grow, shrink, and change the nature of their business or competitive position.

Keywords: Culture, Enterprise, Mergers and Acquisitions, Restructure

PLANNING CORPORATE POST-ACQUISITION INTEGRATION: APPLICATION OF SOCIAL PENETRATION THEORY AND MANAGERIAL IMPLICATIONS (Published)

This paper examines the concept of corporate merger and acquisitions within the Ghanaian business environment. It draws on social penetration theory to provide framework for guiding the planning and implementation of the post-acquisition relationship building. The premise of this paper is that people are the most important component of organizations. However, the memoranda of understanding (MOUs) signed in corporate boardrooms tend to focus more on the asset transfer and pay little attention to the human component. This situation has the tendency to undermine the achievement of the financial objective. As a result, relationship building efforts aimed at assimilating the workforce of both firms is more likely to be a key driver of the success of the post-acquisition integration. In applying the social penetration theory for integration, the dynamics, key issues, and managerial implications are discussed.

Keywords: Ghana, Mergers and Acquisitions, Organizational Development intervention, Parent employees, Post-acquisition integration, Relationship building, Social penetration theory, Target employees