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This is a book about acquisitions and their performance. It looks at the different ways in which companies from the major acquiring countries (UK, USA, Japan, Germany, and France) set about integrating the acquisitions they make in the UK. The book illustrates different national styles at work, but also shows how common many management practices have become around the world.
List of contents
- 1.: Introduction
- 2.: Acquisitions in a Globally Competitive Landscape
- 3.: Post-acquisition Performance and Management
- 4.: Theoretical Perspectives
- 5.: National Management Practices
- 6.: Scope and Methods
- 7.: Trends in Post-acquisition Management
- 8.: Integration and Control
- 9.: Integration: A Closer Look
- 10.: Processes of Post-acquisition Change
- 11.: Human Resource Management
- 12.: Performance after Acquisition
- 13.: National Case Studies
- 14.: Conclusion
About the author
John Child holds the Chair of Commerce at the Birmingham Business School. He was the Founding Director of both the Centre for International Business and Management, University of Cambridge and of the Chinese Management Centre, University of Hong Kong. He is now Director of the Centre for International Business and Organization at Birmingham. He consults for major corporations in the areas of strategic alliances, organizaitonal design, organizational learning, and business operations in China. His books include Strategies of Cooperation (with David Faulkner, OUP 1998) and he is co-editor of the Handbook of Organizational Learning and Knowledge (OUP 2001).
David Faulkner is University Lecturer in Strategic Management at the Saïd Business School and Tutorial Fellow at Christ Church, University of Oxford. He spent much of his career as a strategic management consultant with McKinsey and Co. and Arthur D. Little before moving into academic life. He has been Deputy Director (undergraduate courses) and Deputy Director (MBA) of the Saïd Business School. His publications include Strategies of Co-operation (with John Child, OUP 1998), Co-operative Strategies: Economic, Business, and Organanizational Issues (edited with Mark de Rond, OUP 2000), and the Oxford Handbook of Strategy (2 volumes, edited with Andrew Campbell, OUP 2003).
Robert Pitkethly is a University Lecturer in Management Studies at the Saïd Business School, teaching strategic management and management of intellectual property. He is also a Fellow and Tutor in Management at St. Peter's College, University of Oxford. Previous apppointments have included Visiting Fellow at both the Institute of Intellectual Property and the National Institute of Science and Technology Policy in Tokyo, and Research Fellow at the Judge Institute of Management Studies, University of Cambridge.
Summary
This is a book about acquisitions and their performance. It looks at the different ways in which companies from the major acquiring countries (UK, USA, Japan, Germany, and France) set about integrating the acquisitions they make in the UK. The book illustrates different national styles at work, but also shows how common many management practices have become around the world.
Additional text
John Child ... David Faulkner and Robert Pitkethy ... add immensely by their book to our knowledge of the impact of nationality on international acquisitions ... the book presents one of the stronges arguments in mergers and acquisitions literature for how to manage cross-cultural differences.
