Synergy Value and Strategic Management

Inside the Black Box of Mergers and Acquisitions

Business & Finance, Accounting, Management, Management & Leadership
Cover of the book Synergy Value and Strategic Management by Stefano Garzella, Raffaele Fiorentino, Springer International Publishing
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Author: Stefano Garzella, Raffaele Fiorentino ISBN: 9783319406718
Publisher: Springer International Publishing Publication: August 29, 2016
Imprint: Springer Language: English
Author: Stefano Garzella, Raffaele Fiorentino
ISBN: 9783319406718
Publisher: Springer International Publishing
Publication: August 29, 2016
Imprint: Springer
Language: English

This book addresses synergy management, which poses an important challenge for firms, advisors and practitioners involved in mergers and acquisitions (M&A). Synergy plays a key role in M&A contexts, both in the decision-making process and, subsequently, in the integration phase. However, despite the fact that synergy value is commonly regarded as one of the key success factors in M&A, research shows that firms generally fail to achieve the expected synergy.

The extant literature is characterized by a lack of comprehensive models of synergy management: the assessment of synergy value remains a “black box” for scholars and practitioners alike. The authors provide a comprehensive framework for synergy management by integrating findings from prior research and various disciplines. The framework highlights the main dimensions of synergy management in mergers and acquisitions, common pitfalls, and new models and tools for avoiding them. As such, the book enriches the M&A literature, offers new insights for scholars, and provides valuable guidelines for practitioners involved in synergy management.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

This book addresses synergy management, which poses an important challenge for firms, advisors and practitioners involved in mergers and acquisitions (M&A). Synergy plays a key role in M&A contexts, both in the decision-making process and, subsequently, in the integration phase. However, despite the fact that synergy value is commonly regarded as one of the key success factors in M&A, research shows that firms generally fail to achieve the expected synergy.

The extant literature is characterized by a lack of comprehensive models of synergy management: the assessment of synergy value remains a “black box” for scholars and practitioners alike. The authors provide a comprehensive framework for synergy management by integrating findings from prior research and various disciplines. The framework highlights the main dimensions of synergy management in mergers and acquisitions, common pitfalls, and new models and tools for avoiding them. As such, the book enriches the M&A literature, offers new insights for scholars, and provides valuable guidelines for practitioners involved in synergy management.

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