Is speed of integration really a success factor of mergers and acquisitions? : an analysis of the role of internal and external relatedness

<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance" xsi:schemaLocation="http://www.loc.gov/MARC21/slim http://www.loc.gov/standards/marcxml/schema/MARC21slim.xsd">
  <record>
    <leader>00000nab a2200000 i 4500</leader>
    <controlfield tag="001">MAP20071507969</controlfield>
    <controlfield tag="003">MAP</controlfield>
    <controlfield tag="005">20080418125728.0</controlfield>
    <controlfield tag="007">hzruuu---uuuu</controlfield>
    <controlfield tag="008">060503e20060401gbr||||    | |00010|eng d</controlfield>
    <datafield tag="040" ind1=" " ind2=" ">
      <subfield code="a">MAP</subfield>
      <subfield code="b">spa</subfield>
    </datafield>
    <datafield tag="084" ind1=" " ind2=" ">
      <subfield code="a">922.111</subfield>
    </datafield>
    <datafield tag="100" ind1="1" ind2=" ">
      <subfield code="0">MAPA20080220945</subfield>
      <subfield code="a">Homburg, Christian</subfield>
    </datafield>
    <datafield tag="245" ind1="1" ind2="0">
      <subfield code="a">Is speed of integration really a success factor of mergers and acquisitions?</subfield>
      <subfield code="b">: an analysis of the role of internal and external relatedness</subfield>
      <subfield code="c">Christian Homburg and Matthias Bucerius</subfield>
    </datafield>
    <datafield tag="520" ind1="8" ind2=" ">
      <subfield code="a">Previous research on mergers and acquisitions has neglected the issue of speed of postmerger integration by and large. This paper argues that there are benefits and detriments associated with speed of integration. Thus, in some situations speed may be highly beneficial whereas in others it may be harmful to the success of a merger or acquisition. It is argued that the benefits and detriments of speed of integration depend on the magnitude of internal and external relatedness between the merging firms prior to the merger or acquisition</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080606091</subfield>
      <subfield code="a">Estrategia empresarial</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080606114</subfield>
      <subfield code="a">Estructura empresarial</subfield>
    </datafield>
    <datafield tag="650" ind1="0" ind2="1">
      <subfield code="0">MAPA20080585457</subfield>
      <subfield code="a">Fusión de empresas</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080609320</subfield>
      <subfield code="a">Adquisición de empresas</subfield>
    </datafield>
    <datafield tag="650" ind1="1" ind2="1">
      <subfield code="0">MAPA20080612078</subfield>
      <subfield code="a">Procesos de integración</subfield>
    </datafield>
    <datafield tag="773" ind1="0" ind2=" ">
      <subfield code="w">MAP20077100307</subfield>
      <subfield code="t">Strategic management journal</subfield>
      <subfield code="d">Chichester [etc.] : Wiley</subfield>
      <subfield code="g">Vol. 27, nº 4,  April 2006 ; p. 347-367</subfield>
    </datafield>
  </record>
</collection>