| Article ID | Journal | Published Year | Pages | File Type |
|---|---|---|---|---|
| 10491220 | Business Horizons | 2005 | 10 Pages |
Abstract
Many decry the preponderance of merger failures and conclude that mergers and acquisitions (M&A) are failed strategies. However, analysis of the causes of failure has often been shallow and the measures of success weak. The research reported here focuses on what makes a merger successful and what is the appropriate manner of evaluating merger success. Extensive field research of the merger of J.P. Morgan and Chase Manhattan Bank in 2000 is used to illustrate the drivers of merger success and how to improve and value the contributions of mergers.
Keywords
Related Topics
Social Sciences and Humanities
Business, Management and Accounting
Business and International Management
Authors
Marc J. Epstein,