 Superior Performance from Implementing Merger and Acquisition Strategies: A Resource-Based AnalysisJay B. Barney and Thomas A. Turk Chapter 5 in The Management of Corporate Acquisitions, 1994, pp 105-127 from Palgrave Macmillan Abstract: Abstract As a senior manager at a major publishing company, Bob Cochran had managed the firm’s acquisition strategy over the previous two years. While Bob had helped complete several acquisitions, he was particularly proud of a just-completed acquisition of a small specialty publishing house. Several attributes of this acquisition made its completion particularly satisfying. First, the acquired company’s list of authors complemented the current list at Bob’s firm, and even filled in some important gaps on that list. Moreover, this acquisition also benefited the small specialty firm. The acquisition reduced the small firm’s overheads, and gave it access to a larger distribution network that otherwise would not have been available. In every way, this acquisition seemed like a ‘match made in heaven’, as both firms would benefit from a merger. Even the managers of the small specialty firm recognised the benefits of such an acquisition, and had openly encouraged several potential suitors. Keywords: Cash Flow; Superior Performance; Abnormal Return; Strategic Management Journal; Acquisition Strategy (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-13016-0_5 Ordering information: This item can be ordered from DOI: 10.1007/978-1-349-13016-0_5 Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
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