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Synergy value and strategic manageme...

Garzella, Stefano.

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Synergy value and strategic management = inside the black box of mergers and acquisitions /

Record Type:	Electronic resources : Monograph/item
Title/Author:	Synergy value and strategic management/ by Stefano Garzella, Raffaele Fiorentino.
Reminder of title:	inside the black box of mergers and acquisitions /
Author:	Garzella, Stefano.
other author:	Fiorentino, Raffaele.
Published:	Cham :Springer International Publishing : : 2017.,
Description:	viii, 91 p. :ill., digital ;24 cm.
[NT 15003449]:	Introduction -- M&A success and failure: the role of synergy management -- Inside synergy assessment: towards the real value of M&As -- Synergy management: from pitfalls to value -- Conclusions.
Contained By:	Springer eBooks
Subject:	Consolidation and merger of corporations - Management. -
Online resource:	http://dx.doi.org/10.1007/978-3-319-40671-8
ISBN:	9783319406718

Synergy value and strategic management = inside the black box of mergers and acquisitions /
Garzella, Stefano.

Synergy value and strategic managementinside the black box of mergers and acquisitions /[electronic resource] :by Stefano Garzella, Raffaele Fiorentino. - Cham :Springer International Publishing :2017. - viii, 91 p. :ill., digital ;24 cm. - Contributions to management science,1431-1941. - Contributions to management science..

Introduction -- M&A success and failure: the role of synergy management -- Inside synergy assessment: towards the real value of M&As -- Synergy management: from pitfalls to value -- Conclusions.

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.

ISBN: 9783319406718

Standard No.: 10.1007/978-3-319-40671-8doiSubjects--Topical Terms:

671006
Consolidation and merger of corporations
--Management.

LC Class. No.: HD2746.5 / .G37 2017

Dewey Class. No.: 658.162

Synergy value and strategic management = inside the black box of mergers and acquisitions /
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245 1 0 $a Synergy value and strategic management $h [electronic resource] : $b inside the black box of mergers and acquisitions / $c by Stefano Garzella, Raffaele Fiorentino.
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300 $a viii, 91 p. : $b ill., digital ; $c 24 cm.
490 1 $a Contributions to management science, $x 1431-1941
505 0 $a Introduction -- M&A success and failure: the role of synergy management -- Inside synergy assessment: towards the real value of M&As -- Synergy management: from pitfalls to value -- Conclusions.
520 $a 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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