Mergers and Acquisitions: Rethinking Key Umbrella Constructs

Mergers
and Acquisitions
	Foreword
	Preface
	Acknowledgements
	Contents
	About the Authors
	List of Tables
	PartI Construct Measurement: The Case for Umbrella Constructs
	1 Construct Measurement in Strategic Management: Key Issues and Debate
		1.1 Introduction3pc
		1.2 Constructs and Construct Measurement3pc
			1.2.1 Construct Measurement3pc
			1.2.2 Openness Versus Precision in Defining Constructs3pc
			1.2.3 Pursuing Construct Clarity3pc
			1.2.4 Validity in Construct Measurement3pc
		1.3 Construct Measurement Practices in the Strategic Management Domain3pc
		1.4 Concluding Remarks3pc
		References
	2 Umbrella Constructs: An Overarching Framework
		2.1 Introduction3pc
		2.2 Understanding Umbrella Constructs3pc
			2.2.1 Defining Umbrella Constructs3pc
			2.2.2 The Development of Umbrella Constructs3pc
			2.2.3 The Life Cycle of Umbrella Constructs3pc
		2.3 Umbrella Constructs in the Management Field3pc
			2.3.1 Opposing Views on Umbrella Constructs3pc
			2.3.2 Handling Multiple Meanings in Umbrella Constructs3pc
		2.4 A Contextual View on Umbrella Constructs Within and Across Domains3pc
			2.4.1 Processes Between the Stages3pc
		2.5 Concluding Remarks3pc
		References
	PartII Umbrella Constructs in the M&A Field
	3 The Notion of Process in Merger and Acquisition Research
		3.1 Introduction3pc
		3.2 The Adoption of a Process Perspective to Mergers and Acquisitions3pc
			3.2.1 Trajectories in the Evolution of the Notion of (Acquisition) Process3pc
		3.3 Conceptual Issues in Embracing a Process Perspective3pc
		3.4 Methodological Issues in Embracing a Process Perspective3pc
		3.5 Managerial Implications in Embracing a Process Perspective3pc
		3.6 Concluding Remarks3pc
		References
	4 The Notion of Fit in Merger and Acquisition Research
		4.1 The Notion of Fit3pc
		4.2 Varieties of Fit3pc
		4.3 Strategic Fit and Relatedness3pc
			4.3.1 What Is Strategic About Strategic Fit?3pc
			4.3.2 Conceptualizations and Measures of Strategic Fit and Relatedness3pc
			4.3.3 Strategic Fit: A Pendulum Between Similarities and Differences3pc
			4.3.4 Strategic Fit or Just Fit?3pc
		4.4 Organizational and Cultural Fit3pc
			4.4.1 A Dynamic Perspective on Culture in M&A3pc
		4.5 Discussion3pc
			4.5.1 Different Meanings Regarding the Conceptualization of Fit3pc
			4.5.2 Different Meanings Regarding the Measurement of Fit3pc
		4.6 Conclusion3pc
		References
	5 The Notion of Integration in Merger and Acquisition Research
		5.1 Introduction3pc
		5.2 Understanding Integration3pc
			5.2.1 Notions of Integration3pc
			5.2.2 Evolutionary Trajectories of Integration3pc
		5.3 Evolutionary Trajectories of Integration: A Closer Look3pc
			5.3.1 Integration as Decision-Making Process3pc
			5.3.2 Layers of Integration3pc
			5.3.3 Integration Solutions3pc
			5.3.4 Integration Routines and Capabilities3pc
			5.3.5 Integration Actors3pc
			5.3.6 Integration: One Out of Several Change Processes3pc
		5.4 Issues in Integration: Implications for Research and Practice3pc
			5.4.1 Implications for Research3pc
			5.4.2 Managerial Implications3pc
		5.5 Concluding Remarks3pc
		References
	6 The Notion of Performance in Merger and Acquisition Research
		6.1 Performance—Introduction3pc
		6.2 Performance: Different Roles in M&A Research3pc
		6.3 Performance Measures in M&A Research3pc
			6.3.1 Financial Variables3pc
			6.3.2 Accounting Variables3pc
			6.3.3 Perceptual Measures3pc
			6.3.4 Investment Duration3pc
			6.3.5 Operational Variables3pc
		6.4 Discussion3pc
			6.4.1 Toward Increased Clarity3pc
			6.4.2 Toward a Pluralism of Measures3pc
		6.5 Conclusion3pc
		References
	PartIII Moving Forward
	7 Umbrella Constructs and the Progress of the Merger and Acquisition Field
		7.1 Introduction3pc
		7.2 Key Findings: An Overview3pc
		7.3 Additional Umbrella Constructs in the M&A Field3pc
		7.4 Umbrella Constructs in the M&A Field: Threat or Opportunity?3pc
		7.5 Pursuing Construct Clarity3pc
		7.6 The Way Ahead: Reaping Benefits from Umbrella Constructs3pc
		References
	8 Epilogue
		References
	Index