By A. Gregory, C. L. Cooper
Bringing jointly teachers from numerous disciplines, those papers combine the disparate yet transforming into physique of literature on mergers and acquisitions. The sequence is released to provide an explanation for and talk about the unsatisfactory results that outcome from many poorly conceived mergers.
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Extra info for Advances in Mergers and Acquisitions, Volume 2 (Advances in Mergers and Acquisitions)
Achieving what you promise is very, very important to a Japanese . . so it’s a very happy relationship. The ways in which Japanese acquirers stand out compared to the other national groups support some but not all of the normal characterisations of Japanese management practice. Their long-term and strategic orientation and collective orientation were clearly apparent. As the MD of a pharmaceutical company’s subsidiary J9 said: There is a feeling that we should know what we need to do and that we don’t need to go to [our parent] for counsel.
Amongst these are changes which would have occurred anyway eventually and which may, following an acquisition, be catalysed by it and proceed faster or more effectively. New investment may be made in plant and information technology, providing opportunities for new practices to be introduced. The rationale for many acquisitions is to exploit perceived opportunities for securing a greater return from assets, and this may bring about a further impetus for change in management practice within the subsidiary.
Before we never went further forward than 12 months. But at the same time, there is pressure for quarterly results . . You get all kinds of absurd requests to make more profit or collect more debt each quarter . . so we’ve noticed both a lengthening and a shortening of the time horizons. S. S. companies have tended to have more autonomy over capital expenditure and changes in strategy. S. company’s subsidiary USA10 said that, with a fairly dynamic approach, it may be possible to drive strategy which the parent company might not think of.