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MERGERS AND PROFITABILITY: A MANAGERIAL SUCCESS STORY?

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<mark>Journal publication date</mark>31/03/1992
<mark>Journal</mark>Journal of Management Studies
Issue number2
Volume29
Number of pages14
Pages (from-to)195-208
Publication StatusPublished
<mark>Original language</mark>English

Abstract

Since 1983 expenditure on acquisitions in the UK has more than doubled in real terms, despite the fact that the consensus of opinion in the academic literature is that acquisitions are not, on average, performance enhancing for the acquiring firm. Such literature, however, relates mainly to the acquisition of large, public companies. Drawing on survey evidence from 146 of the UK's top 500 companies, this article reports the results from a survey which encompasses all takeovers. The study revealed that is the expected reward of increased profitabililty which is used in ex‐post evaluation. The major finding of the study is, however, that managers firmly perceive that their takeover activity has been performance enhancing for their company. The evidence presented does suggest that the integration of small acquisitions into an existing organizational structure may be achieved without severe problems of loss of control, and the subsequent decline in performance which beset large acquisitions