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The managing executive in post-acquisition management

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The managing executive in post-acquisition management. / Angwin, Duncan Neil.
Advances in Mergers and Acquisitions . ed. / Cary Cooper; Sydney Finkelstein. Vol. 3 Emerald, 2004. p. 55-79 (Advances in Mergers and Acquisitions; Vol. 3).

Research output: Contribution in Book/Report/Proceedings - With ISBN/ISSN › Chapter

Harvard

Angwin, DN 2004, The managing executive in post-acquisition management. in C Cooper & S Finkelstein (eds), Advances in Mergers and Acquisitions . vol. 3, Advances in Mergers and Acquisitions, vol. 3, Emerald, pp. 55-79. https://doi.org/10.1016/S1479-361X%2804%2903003-0

APA

Angwin, D. N. (2004). The managing executive in post-acquisition management. In C. Cooper, & S. Finkelstein (Eds.), Advances in Mergers and Acquisitions (Vol. 3, pp. 55-79). (Advances in Mergers and Acquisitions; Vol. 3). Emerald. https://doi.org/10.1016/S1479-361X%2804%2903003-0

Vancouver

Angwin DN. The managing executive in post-acquisition management. In Cooper C, Finkelstein S, editors, Advances in Mergers and Acquisitions . Vol. 3. Emerald. 2004. p. 55-79. (Advances in Mergers and Acquisitions). doi: 10.1016/S1479-361X%2804%2903003-0

Author

Angwin, Duncan Neil. / The managing executive in post-acquisition management. Advances in Mergers and Acquisitions . editor / Cary Cooper ; Sydney Finkelstein. Vol. 3 Emerald, 2004. pp. 55-79 (Advances in Mergers and Acquisitions).

Bibtex

@inbook{8b582018908444b1820d5d8a2f7aab83,
title = "The managing executive in post-acquisition management",
abstract = "Managing Executives occupy a pivotal role in the acquisition process. It is virtually inconceivable that major Merger and Acquisitions (M&As) could proceed without their personal sponsorship (Hayward & Hambrick, 1997). They are central to the negotiation and signing for such deals and it is these negotiations that raise questions over how the target company should be run post-acquisition, how it should be configured to fit within the newly expanded group and what sort of strategy may be appropriate for the future. Managing Executives embody their firm{\textquoteright}s strategies and so are intimately connected with these issues of organisational fit and strategic rational. With negotiations focussed upon the future of their businesses and their personal places in corporate history, these contests can be very dramatic. The high stakes are evident in the substantial levels of acquired Managing Executive departure post-acquisition. Whilst we can observe that many acquired Managing Executives subsequently leave the enlarged firm, little evidence to date answers the question of why they have been retained or replaced?",
author = "Angwin, {Duncan Neil}",
year = "2004",
doi = "10.1016/S1479-361X%2804%2903003-0",
language = "English",
isbn = "9780762311019",
volume = "3",
series = "Advances in Mergers and Acquisitions",
publisher = "Emerald",
pages = "55--79",
editor = "Cary Cooper and Sydney Finkelstein",
booktitle = "Advances in Mergers and Acquisitions",

}

RIS

TY - CHAP

T1 - The managing executive in post-acquisition management

AU - Angwin, Duncan Neil

PY - 2004

Y1 - 2004

N2 - Managing Executives occupy a pivotal role in the acquisition process. It is virtually inconceivable that major Merger and Acquisitions (M&As) could proceed without their personal sponsorship (Hayward & Hambrick, 1997). They are central to the negotiation and signing for such deals and it is these negotiations that raise questions over how the target company should be run post-acquisition, how it should be configured to fit within the newly expanded group and what sort of strategy may be appropriate for the future. Managing Executives embody their firm’s strategies and so are intimately connected with these issues of organisational fit and strategic rational. With negotiations focussed upon the future of their businesses and their personal places in corporate history, these contests can be very dramatic. The high stakes are evident in the substantial levels of acquired Managing Executive departure post-acquisition. Whilst we can observe that many acquired Managing Executives subsequently leave the enlarged firm, little evidence to date answers the question of why they have been retained or replaced?

AB - Managing Executives occupy a pivotal role in the acquisition process. It is virtually inconceivable that major Merger and Acquisitions (M&As) could proceed without their personal sponsorship (Hayward & Hambrick, 1997). They are central to the negotiation and signing for such deals and it is these negotiations that raise questions over how the target company should be run post-acquisition, how it should be configured to fit within the newly expanded group and what sort of strategy may be appropriate for the future. Managing Executives embody their firm’s strategies and so are intimately connected with these issues of organisational fit and strategic rational. With negotiations focussed upon the future of their businesses and their personal places in corporate history, these contests can be very dramatic. The high stakes are evident in the substantial levels of acquired Managing Executive departure post-acquisition. Whilst we can observe that many acquired Managing Executives subsequently leave the enlarged firm, little evidence to date answers the question of why they have been retained or replaced?

U2 - 10.1016/S1479-361X%2804%2903003-0

DO - 10.1016/S1479-361X%2804%2903003-0

M3 - Chapter

SN - 9780762311019

VL - 3

T3 - Advances in Mergers and Acquisitions

SP - 55

EP - 79

BT - Advances in Mergers and Acquisitions

A2 - Cooper, Cary

A2 - Finkelstein, Sydney

PB - Emerald

ER -