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Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions

If you could help me look at the article at the link below, I'd be very grateful. I was told to pay special attention to the methodology used here, as well as the gap and the paper's key solutions reached. Thanks in advance.

http://www.jstor.org/discover/10.2307/2640385?uid=3737720&uid=2&uid=4&sid=21102433883677

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What is interesting with what Larsson and Finkelstein (1999) did is they created an integrated 'history' or model of a typical merger and acquisition from "theoretical perspectives from economics, finance, and especially strategy, organization theory, and human resource management" (p. 1). With this, I was a bit excited to learn how the authors designed their methodology to be able to create this integrative model. It is actually surprising to note that this is the first article I have read that attempted to create an integrative theory of mergers and acquisitions.

Methodology

On the other hand, I disagree with what the author said as regards to their claim that their "approach differs from traditional methods of studying mergers and acquisitions" (Larsson & Finkelstein, 1999, p. 1). Though they enumerated three ways their approach differs from traditional methods, it is with only one of these three ways I disagree with: "the success of a merger or acquisition is gauged by the degree of synergy realization rather than more removed and potentially ambiguous criteria such as accounting or market return" (Larsson & Finkelstein, 1999, p. 1). In most of the articles I ...

Solution Summary

The expert examines integrating strategic, organizational and human resource perspectives.

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