Paper: Long-Term Top Management Team Effects in Mergers and Acquisitions
[ forthcoming in Journal of Business Strategy ]

Abstract: A study of turnover patterns among more than 23,000 executives shows that M&As destroy stability in target company top management teams and that instability lasts at least ten years. More recent M&As have created even greater instability within executive teams as globalization and technology trends continue to increase the intensity of competition and generate industry turbulence.

Book Series available from Sage Publishing

Mergers and acquisitions continue to play a major role in shaping business activities worldwide. As a result, the study of M&As is a widely researched topic in the field of business and management. It is also multi-disciplinary, with few topics cutting across so many different functional areas of business or generating interest across such a wide range of groups. This major work critically examines the research on the “soft side” of mergers and acquisitions and focuses on strategic and organizational issues in M&As. The topics of the three volumes are:

Volume One: Mergers and Acquisitions (M&A): Merger Trends, Merger Types, M&As and Corporate Strategy, and Theoretical Explanations for M&As.

Volume Two: The M&A Process: Acquisition Analysis, the M&A Negotiation Process, Decision-Making Processes, and the Stakeholder Effects of M&As.

Volume Three: Post-Merger Integration: Corporate Governance, Merger Integration Capabilities, and M&A Value Creation.