000 03287nam a22004695i 4500
001 978-3-642-22778-3
003 DE-He213
005 20140220083300.0
007 cr nn 008mamaa
008 111122s2012 gw | s |||| 0|eng d
020 _a9783642227783
_9978-3-642-22778-3
024 7 _a10.1007/978-3-642-22778-3
_2doi
050 4 _aHD28-70
072 7 _aKJM
_2bicssc
072 7 _aBUS041000
_2bisacsh
082 0 4 _a650
_223
100 1 _aFarschtschian, Farsam.
_eauthor.
245 1 4 _aThe Reality of M&A Governance
_h[electronic resource] :
_bTransforming Board Practice for Success /
_cby Farsam Farschtschian.
264 1 _aBerlin, Heidelberg :
_bSpringer Berlin Heidelberg,
_c2012.
300 _aXVI, 260 p.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
505 0 _aConceptual Part -- Research Methodology -- Empirical Part -- Analysis of Results -- Best Practice Recommendations for Boards -- Outlook and Conclusion.
520 _aEmpirical research shows that two thirds – some claim even four fifths – of all acquisitions fail.  Bad acquisitions can spell disaster for a company, but if successful, they can lead to healthy growth, enhanced competitiveness and a world market position. Despite the vast amount of academic and practical research on M&A, there are still no adequate theories to explain this continued trend of failure. In fact, although success factors have been broadly researched and are well known, most work still concentrates on them without concomitantly touching upon the necessary governance structure which enables their effective deployment. This is crucial. In order to determine what constitutes an effective board and governance structure, extensive qualitative fieldwork was carried out through discussions with some of the most renowned international CEOs and Chairmen. From this, two in-depth analyses of prominent cases are made, one of extraordinary success and the other of integral failure. The business leaders' management approaches are scrutinised, revealing significant differences between what worked and what did not, and recommendations are derived for improved corporate governance. The author's conclusions sharply illustrate the limits and challenge the inadequacies of current business practice, revealing gaps between mainstream theory and the reality of the boardroom.  Due to his innovative approach, the study is praised by practitioners for itsadditions to strategic management understanding and its provision of effective tools for boards and managers
650 0 _aEconomics.
650 0 _aIndustrial management.
650 0 _aBusiness planning.
650 0 _aEntrepreneurship.
650 1 4 _aEconomics/Management Science.
650 2 4 _aManagement/Business for Professionals.
650 2 4 _aBusiness/Management Science, general.
650 2 4 _aEntrepreneurship.
650 2 4 _aOrganization/Planning.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9783642227776
856 4 0 _uhttp://dx.doi.org/10.1007/978-3-642-22778-3
912 _aZDB-2-SBE
999 _c102085
_d102085