Index
Advances in Mergers and Acquisitions
ISBN: 978-1-83982-329-9, eISBN: 978-1-83982-328-2
ISSN: 1479-361X
Publication date: 30 November 2020
This content is currently only available as a PDF
Citation
(2020), "Index", Finkelstein, S. and Cooper, C.L. (Ed.) Advances in Mergers and Acquisitions (Advances in Mergers and Acquisitions, Vol. 19), Emerald Publishing Limited, Leeds, pp. 125-128. https://doi.org/10.1108/S1479-361X20200000019009
Publisher
:Emerald Publishing Limited
Copyright © 2021 Emerald Publishing Limited
INDEX
Index
Note: Page numbers followed by ”n” indicate notes.
AB InBev
hybrid approach
, 29
international acquisition strategy
, 24–25
Abbey National
, 5–6
Academy of Management Journal (AMJ)
, 52
Accountability
, xiv, 67–70
Acquirer(s)
, 19, 35, 69, 116
acquirer–legal advisor dyad
, 35
public status
, 8
resistance
, 4, 6
size
, 8
termination fee
, 8
Acquisition(s), 17, 35, 65–66, 92. (see also Hostile acquisition)
capabilities
, 27, 29
completion
, 2
Efes International and AB InBev
, 24–25, 28–29
geographic roll-up acquisition programs and performance implications
, 20–21
Heineken
, 25–27, 29
illustration with studied companies
, 21–24
programs
, 18
trends
, 66–69
Active acquisition behavior
, 18–19
Active market transaction
, 105
Agency theories
, 66
Annual return on investment (ROI Target)
, 116
Baltic Beverage Holding (BBH)
, 19, 23
caution approach
, 27–28
executives
, 24, 27
strategy
, 23–24
Behavioral propensities
, 56
Behavioral theory of the firm (BTF)
, xiii, 49, 52
M&A as advantageous decision context for advancing BTF theories
, 50–52
Board
, 51, 68
“Bravo International”
, 26
Brazil, Russia, India, and China (BRIC)
, 19
Broad imitation
, 45
Business combination
, 116–117
Business logic
, 19
Business model(ing)
, 79–82
findings
, 84–92
innovation
, 79–80
research design
, 82–84
theoretical background and framing
, 81–82
Capital budgeting technique
, 116
Cash payment
, 8
Cautious acquisition approach
, 20
Ceteris paribus
, 7
Chinese listed firms
, 57
Coalition
mechanisms
, 54–55, 57–59
theory of coalition building
, 52–59
Cognitive propensities
, 56–57
Collaboration
, 92
Competing bidders
, 4, 6
Concentrated ownership
, 67
Content analyses
, 84
Corporate ethics
, xiv, 67–70
Corporate governance, 67. (see also National corporate governance)
differences in cross-border acquisitions
, 69
institutions
, xiv, 66–69, 72–75
Creating wave-like developments
, 81
Cross-border acquisitions, corporate governance differences in
, 69
Cross-border M&A (CBMA)
, 38
DCM Ltd.
, 102
Deal attitude
, 8
Deal position
, 8, 10
Deal size
, 8
Decision-makers
, 55
Decision-making process
, 35–36, 50
M&A as advantageous decision context for advancing BTF theories
, 50–52
papers as examples of M&A
, 52–59
Delta accountability
, 70
Delta corporate ethics
, 70
Delta efficiency
, 70
Efes International
acquisition strategy
, 24–25
political approach
, 28
Efficiency
, 70
Efficient stock market hypothesis
, 112
Emerging economies
, 23
“Empire building theory”
, 102
Empirical analysis methodology
, 40–41
Enterprise value (EV)
, 105
Escorts Ltd.
, 102
Estimation method
, 8
Faultline measures
, 58–59
Fifth global merger wave
, 7
Financial
barriers
, 108
market development
, xiv, 68–70
Firms
, 2–4, 6, 34–37, 45, 66, 69
First-mover advantage
, 2, 6, 12
Focal firms
, 39
Geographic roll-up acquisition programs and performance implications
, 20–21
Governance, 67. (see also Corporate governance)
Heineken
, 25–27
investment-heavy approach
, 29
Hostile acquisition
, 102
of Mindtree
, 117–119
Hostile takeover
, 102
abortive attempts
, 103–104
benits from
, 117–119
defense against hostility
, 107–108
investment in
, 114–115
legitimacy of hostile bids
, 119–121
market for corporate control
, 108–113
provocation for
, 104–105
returns from
, 115–117
‘stakeholders’ influence in
, 106–107
valuation risk in
, 113–114
vulnerability to corporate raids
, 105–106
Human capital effects
, 57
Hybrid acquisition approach
, 20–21
Imitation
, 35
behavior modifiers
, 45
behavior of firms
, 37
Information retrieval services
, 7, 11
Institutional
conditions
, 66
logics
, 53–54
Integrated solutions
, 85–90
Inter-firm trust
, 36
Intermediary platforms
, 91
Internal acquisitions
, 59
Internal rate of return (IRR)
, 116
Internationalization
, 23
Investment
in hostile takeover
, 114–115
investment-intensive acquisition approach
, 20
Latent value
, 105–106, 110
Legal advisors
, 34
data and methodology
, 40–41
imitating others in selecting
, 37–40
own prior experience in selecting
, 35–36
results
, 43
theory and hypotheses
, 35–40
Legitimacy of hostile bids
, 119–121
Leveraged buyout (LBO)
, 104
Literature review
, 80, 82
Lloyds TSB Group
, 5–6
Market
for corporate control
, 108–113
experience
, 61n1
market-based valuation methods
, 114
market-oriented acquisitions
, 59
market-oriented M&A
, 54–55
Matched-sampling
, 40
Merger. (see also Pre-merger process)
process
, 2
waves
, 7
Mergers and acquisitions (M&A)
, xiii, 2, 34, 50, 80
as advantageous decision context for advancing BTF theories
, 50–52
data and waves
, 7
decisions
, 65
estimation method
, 8
hypotheses
, 6–7
in literature and practice
, 81
papers as examples of
, 52–59
results
, 8–11
theoretical background
, 3–6
transaction
, 2
variables
, 8
waves
, 5
Monthly fee rental contract
, 80
Myopia
sources
, 53, 56
theory of
, 52–59
National banks
, 68
National corporate governance
arrangements
, xiv
corporate governance institutions and acquisitions trends
, 66–69
correlation matrix
, 72
data and methodology
, 70–71
descriptive statistics
, 71
trend of acquisitions over time
, 71–72
Net present value (NPV)
, 116
Ordinary least squares regression (OLS regression)
, 72
Organizational decision-making
, 34
Own experience
, 34–35, 38
Oy Hartwall Ab
, 27
Pace of acquisition program
, 18
Patterns in M&A
, xiii
Political
acquisition approach
, 20
barrier
, 108
defense
, 108
Pre-merger process
, 2–6
completion
, 8, 10
duration
, 8, 10–11
timing in
, 3
Principal factor analysis
, 58–59
Pripps-Ringnes Ab
, 27
Process concerns
, xiii
Provocation for hostile takeovers
, 104–105
Ratio deal size
, 8
Real estate operators
, 7
Regulatory concerns
, 4, 6–7
Returns from hostile takeover
, 115–117
Rhythm of acquisition program
, 18
Risks
, 82
Russian beer industry
, 20
Scholars
, 57
Scope of acquisition program
, 18
Securities Data Corporation’s Worldwide Merger and Acquisition Database (SDC)
, 3
Security exchange commissions
, 68
Semiconductors
, 7
Serial acquirers, performance of
, 18
Service
infusion
, 85–90
innovation
, 84–90
logic
, 82
suppliers
, 91
Servitization
, xiv, 80–82, 85–93
Sharing economy
, 80
‘Stakeholders’ influence in hostile takeover
, 106–107
State experience
, 61n1
State-bridged acquisitions
, 59
Strategic change
, 50
Strategic decision-making
, 37
Suppliers
, 92
Target
resistance
, 4, 6
termination fee
, 8
Target public status
, 8
Technical barriers
, 108
Technical defense
, 108
Telephone communications
, 7
Termination fees
, 2
Textual analysis
, 5
Thomson SDC Platinum’s database
, 40
Timing
in M&A
, xiii, 2, 16
in pre-merger process
, 3
Top management team (TMT)
, 51
Total deal number
, 72–73
Total deal value
, 73–75
US Standard Industrial Classification (SIC)
, 8
US-based firms
, 45
Valuation risk in hostile takeover
, 113–114
Vulnerability to corporate raids
, 105–106
Web of Science
, 80
Zephyr
, 3
- Prelims
- Chapter 1: Is Timing Everything? The Timing of an M&A Announcement in a Merger Wave
- Chapter 2: Geographic Roll-Up Acquisition Programs and Their Performance Implication
- Chapter 3: How Acquirers Choose Legal Advisors: The Roles of Own Prior Experience and Broad and Selective Imitation of Others
- Chapter 4: Mergers and Acquisitions as Strategic Decisions for a Decision-Making Theory
- Chapter 5: The Role of National Corporate Governance in EU Acquisitions
- Chapter 6: Acquisitions for New Business Models
- Chapter 7: Hostile Takeover: Who Benefits from Virtual Business Combination?
- Index