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Table of contents
I. Introduction
1.1 Background of the research issue
1.2 Research questions
1.3 Objective and purpose
II. Methodology and data collection
2.1 Introduction
2.2 Methodology
2.3 Choice of the topic
2.4 Research approach
2.4.1 Qualitative versus quantitative approach
2.4.2 Case studies
2.4.3 Selection of the case studies
2.5 Data collection
2.5.1 Primary data
2.5.2 Secondary data
2.6 Reliability and validity of the research
III. Mergers and Acquisitions: An overview
3.1 Introduction
3.2 M&A: Mode of understanding
3.3 Classification and motivations
3.4 Evolution
3.5 Failures and M&A process
IV. A Cultural Mismatch
4.1 Introduction
4.2 Culture: Mode of understanding
4.3 Cultural incompatibility
4.4 Culture clashes
4.5 Limiting culture clashes?
4.6 Empirical illustrations
4.6.1 Daimler-Chrysler Analysis
4.6.2 Renault-Volvo Analysis
V. Missed Synergies
5.1 Introduction
5.2 Synergy: Mode of understanding
5.3 Types of synergy
5.4 The lack of synergy
5.4.1. Negligence and lack of preparation
5.4.2. Lack of due diligence
5.4.3. Overestimation of synergies
5.5 Empirical illustrations
5.5.1 BioMérieux-Pierre Fabre Analysis
5.5.2 American Online-Time Warner Analysis
VI. Leadership Ignorance
6.1 Introduction
6.2 Integration process
6.3 Leadership
6.3.1 Articulating a clear vision
6.3.2 Communicate effectively
6.3.3 Human side of M&A
6.3.4 Building trust
6.3.5 Conclusion
6.4 Empirical illustrations
6.4.1 Renault-Volvo Analysis
6.4.2 Fortis-ABN Amro Analysis
VII. Political Issues
7.1 Introduction
7.2 Power: Mode of understanding
7.3 Different approaches of power
7.4 Power conflicts
7.5 The balance power principle
7.6 Conclusion
7.7 Empirical illustrations
7.7.1 HP-Compaq analysis
7.7.2 BioMérieux-Pierre Fabre analysis
VIII. Research conclusion
IX. Limitations and vision for future research
X. References
