The New M&A Playbook  

Oleh:

Christensen, Clayton M. ; Alton, Richard ; Rising, Curtis ; Waldeck, Andrew

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 89 no. 3 (Mar. 2011), page 48-57.
Topik: corporate performance; company; acquisition; abysmal statistics

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.42 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Isi artikel

When a CEO wants to boost corporate performance or jump-start long-term growth, the thought of acquiring another company can be extraordinarily seductive. Indeed, companies spend more than $2 trillion on acquisitions every year. Yet study after study puts the failure rate of mergers and acquisition somewhere between 70% and 90%. A lot of researches have tried to explain those abysmal statistic, usually by analyzing the attributes of deals that worked and those that didn't. What's lacking, we believe, is a robust theory that identifies the causes of those successes and failures.

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