Why Do Sustainable Mergers Fail to Manage Entrepreneurship?

María Sarabia, Fernando Crecente and Rafael Castaño
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María Sarabia: Department of Economics and Business Administration, University of Alcalá, Alcalá de Henares (Madrid) 28801, Spain
Fernando Crecente: Department of Economics and Business Administration, University of Alcalá, Alcalá de Henares (Madrid) 28801, Spain
Rafael Castaño: Department of Economics and Business Administration, University of Alcalá, Alcalá de Henares (Madrid) 28801, Spain

Sustainability, 2019, vol. 11, issue 2, 1-9

Abstract: This paper proposes a conceptual model using four failed mergers (Federated -Fingerhut, KCPL and Western Resources, Daimler–Chrysler and Alcatel–Lucent) and distinguishes two types of dimensions: type of failure (tangible and intangible) and degree of failure (fixable and unfixable). Using case studies as a research strategy and focusing on the Alcatel–Lucent merger, as an example of an idiosyncratic type of “merger of equals”, the model identifies the entrepreneurial conflict variable as a missed step for obtaining a sustainable merger process over time.

Keywords: sustainable merger; failure; entrepreneur; intangible values (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:11:y:2019:i:2:p:525-:d:199235

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