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Post-acquisition management of corporate take-overs in the United Kingdom
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Angwin, Duncan (1998) Post-acquisition management of corporate take-overs in the United Kingdom. PhD thesis, University of Warwick.
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Official URL: http://webcat.warwick.ac.uk/record=b1365209~S1
Abstract
This thesis sets out to provide a systematic examination of post-acquisition
management in the United Kingdom. In particular we are concerned to know what
changes take place in acquired companies after acquisition and to examine whether
there are significant and robust differences between post-acquisition styles in terms of
the type and volume, of changes made, and their timing. We also examine the patterns
exhibited by different types of managing executive taking charge and seek to link
executive type, volume and timing of change with different post-acquisition styles.
The thesis uses a hybrid method to achieve a cross sectional view of acquisitions in
the UK with in-depth explanation. The responding sample from our survey was
allocated to the different acquisition types of Haspeslagh and Jemison's (1991)
typology and the change data allowed us to test whether the framework is
representative and robust.
The first Chapter of the thesis observes that many acquisitions fail and that greater
attention should be paid to the post-acquisition phase, although, as Chapter two
shows, the post-acquisition literature is highly fragmented. Only Haspeslagh and
Jemison's (1991) typology attempts a unified view although it has limitations. We
draw upon related areas of research to enrich and extend their framework. In Chapter
three we show how data was collected and applied to the framework, and Chapter four
shows the big picture of acquisition types in the UK and their associations with
success. Chapter five uses functional change data to test the framework and interview
material to provide a level of explanation for changes made. The reasons for each type
of acquisition are explored in Chapter six and in Chapter seven we examine the
association between managing executive type and acquisition style. Chapter eight
introduces a time component and looks at the patterns of change for each acquisition
type. The chapter aims to integrate earlier findings and provide an integrated view of
post acquisition change.
The final chapter concludes that for acquisitions in the UK, there are significant
differences in post acquisition styles, in terms of nature and timing of change, and
there are clear associations with different management types.
Item Type: | Thesis (PhD) | ||||
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Subjects: | H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management | ||||
Library of Congress Subject Headings (LCSH): | Consolidation and merger of corporations -- Great Britain, Management -- Great Britain | ||||
Official Date: | April 1998 | ||||
Dates: |
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Institution: | University of Warwick | ||||
Theses Department: | Warwick Business School | ||||
Thesis Type: | PhD | ||||
Publication Status: | Unpublished | ||||
Supervisor(s)/Advisor: | Whittington, Richard, 1958- | ||||
Extent: | 2 v. ([xv], 427, [117] leaves) | ||||
Language: | eng |
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