LEADER 04258oam 2200685I 450 001 9910462670603321 005 20200520144314.0 010 $a0-203-11137-0 010 $a1-283-84476-1 010 $a1-136-27841-9 024 7 $a10.4324/9780203111376 035 $a(CKB)2670000000298834 035 $a(EBL)1074985 035 $a(OCoLC)821174024 035 $a(SSID)ssj0000785014 035 $a(PQKBManifestationID)11501072 035 $a(PQKBTitleCode)TC0000785014 035 $a(PQKBWorkID)10794179 035 $a(PQKB)10720100 035 $a(MiAaPQ)EBC1074985 035 $a(Au-PeEL)EBL1074985 035 $a(CaPaEBR)ebr10630901 035 $a(CaONFJC)MIL415726 035 $a(OCoLC)895753769 035 $a(EXLCZ)992670000000298834 100 $a20180706d2013 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 00$aMergers and acquisitions $ethe critical role of stakeholders /$fedited by Helen Anderson, Virpi Havila, and Fredrik Nilsson 210 1$aNew York :$cRoutledge,$d2013. 215 $a1 online resource (293 p.) 225 1 $aRoutledge advances in management and business studies ;$v52 225 0$aRoutledge advances in management and business studies ;$v52 300 $aDescription based upon print version of record. 311 $a0-415-53652-9 320 $aIncludes bibliographical references and index. 327 $aCover; Mergers and Acquisitions; Title Page; Copyright Page; Table of Contents; List of Figures; List of Tables; Acknowledgments; 1 A Stakeholder Approach to Mergers and Acquisitions; PART I Shareholders and Top Managers; 2 The Growing Importance of Corporate Social Responsibility in Mergers and Acquisitions; 3 Top Managers as Stakeholders: Their Motives and Sense-Making in a 'Hostile' Merger and Acquisition Process; PART II Middle Managers and Employees 327 $a4 The Arranged Marriage Syndrome: Challenges to Subsidiary Managers during the Integration Process between Two Merging Multinational Companies5 Internal Legitimacy for Change in Mergers and Acquisitions; 6 The Internal Auditor's Involvement in Acquisitions; 7 When the Integration of Management Control Systems Is at Stake: Experience from the Car Industry; PART III Suppliers and Customers; 8 Managing the Influence of External Competitive Change during Integration; 9 Supplier Relationships at Stake in Mergers and Acquisitions 327 $a10 Why Do Customers Dissolve Their Business Relationships with the Acquired Party Following an Acquisition?PART IV Public Bodies, Other Parties of Public Interest, and Scholars; 11 Mergers in Central Government: Role Ambiguities and Blame-Avoidance; 12 Bank Mergers in Sweden: The Interplay between Bank Owners, Bank Management, and the State, 1910-2009; 13 The Stake of High Failure Rates in Mergers and Acquisitions; EPILOGUE; 14 Reflection on the Critical Role of Stakeholders in Mergers and Acquisitions; List of Contributors; Index 330 $aA merger or acquisition is usually a challenging endeavor with a single ultimate aim: to create value for the owner. However, stakeholder theory shows how such a narrow and one-sided focus is detrimental to value-creation in general - not only for other stakeholders within and outside the organization, but also for the owner. Especially in a merger or an acquisition, it is evident that there are many groups and individuals who have a stake in the success or failure of a business.So far, the overwhelming majority of research in the field of mergers and acquisitions has focused 410 0$aRoutledge Advances in Management and Business Studies 606 $aConsolidation and merger of corporations 606 $aSocial responsibility of business 608 $aElectronic books. 615 0$aConsolidation and merger of corporations. 615 0$aSocial responsibility of business. 676 $a338.8/3 701 $aAnderson$b Helen$0904399 701 $aHavila$b Virpi$0911893 701 $aNilsson$b Fredrik$0911894 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910462670603321 996 $aMergers and acquisitions$92042028 997 $aUNINA