Biais cognitifs du dirigeant, conséquences et facteurs de renforcement lors de fusions-acquisitions:synthèse et illustrations
Michel Barabel () and
Olivier Meier ()
Additional contact information
Olivier Meier: Université de Paris 12
Revue Finance Contrôle Stratégie, 2002, vol. 5, issue 1, 5-42
Mergers and acquisitions generally lead to disappointing results. In this article, we give a complementary explanation of these bad results by focusing on a specific actor:the CEO of the purchasing company. In particular, this research addresses two questions:(1) What mistakes (related to cognitive biases) are made by the managers of purchasing companies during mergers and acquisitions ? (2) Given the context and characteristics of specific acquisitions, what factors increase the risk of mistakes by managers ?
Keywords: cognitive bias; dysfonctional cognitive processes; managerial mistakes; mergers and acquisitions (search for similar items in EconPapers)
JEL-codes: G34 L10 M20 (search for similar items in EconPapers)
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2) Track citations by RSS feed
Downloads: (external link)
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
Persistent link: https://EconPapers.repec.org/RePEc:dij:revfcs:v:5:y:2002:i:q1:p:5-42
Access Statistics for this article
Revue Finance Contrôle Stratégie is currently edited by Jean-François Gajewski
More articles in Revue Finance Contrôle Stratégie from revues.org
Bibliographic data for series maintained by Gérard Charreaux ().