Details that, as a response to the 1973 oil crisis Royal Dutch/Shell, the joint Anglo‐Dutch international company (formed 1907) diversified into metals, nuclear power and several other new business areas — but some of these proved problematical. Looks at some of Shell's moves in various...

Asserts that acquisition management capability is difficult to learn, with many big companies encountering setbacks — but if these can be overcome the potential overall benefits can be enormous. Sets out acquisitions philosophy, ability to acquire, integration process and the initial steps....

Delves into the £7 billion transatlantic ‘merger of equals’ Smithkline Beckman and Beecham, in 1989. Looks at how the merger was formulated and the planning for integration — including informing shareholders and employees — although it does itemize all the problems that had to be...

Looks at the effect of mergers and acquisitions on individuals in companies and how changes impact on them. Gives a panel that features the nine stages of emotional responses to merger and another panel features the five factors of the impact on staff. Highlights differences between Japanese and...

Outlines two basics of successful mergers and acquisitions: agree on who has to change; and ensure suitable cultures. Examines organizational culture in combining organizations, beginning before significant changes were introduced. Employs three figures to aid in explanation of the arguments....

Looks at cross‐border cultural factors that are influential in mergers and acquisitions (M&A) settings and considers it is an under‐researched area — drawing from cross‐border culture research carried out in other sectors of management. States that, thanks to experience in M&A and other...

Details a study of 429 complete UK acquisitions, takeovers and mergers from 1980 to 1990. Cites value creation; management/shareholder alignment; and bid characteristics. Warrants that the results gave some support to the above factors playing a role in wealth creation in target companies —...

Identifies three phases of post‐acquisition management: the morning after (the period immediately following the acquisition) the learning‐to‐live‐together stage; and the, oft‐overlooked, review stage. Spotlights Unisys and ICI in a panel entitled ‘acquisitive behaviour’. Argues many...

Examines both the long‐term effects of the merger on employees and also highlights the impact made by enhanced communications. Investigates the merger of two ‘Fortune 500’ companies engaged in light manufacturing — believing there were strategic advantages to be gained by combining some...

Recounts that mergers and acquisitions (M&A) has been intense in recent years but that caution is now being advanced. Recommends due diligence is required regarding contractual and legal implications regarding the Y2K problem, which is complex and perhaps unrecognizable. Includes a checklist for...