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Role of industry relatedness in performance of Indian acquirers—Long and short run effects

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  • Parama Barai
  • Pitabas Mohanty

Abstract

We explore the effect of industry relatedness on the performance of Indian acquirers using both short run and long run performance measures. We argue that mergers and acquisitions are distinct strategies, because of the unique regulatory structure and equity ownership pattern that exists in India. Their choice depends on control considerations on the one hand and regulatory imperatives on the other. Correspondingly, their sources of value creation or destruction do not always correspond to extant theories of synergy or agency. We present a modified synergy story and illustrate that, while related acquisitions create value and non-related acquisitions destroy value, both related and unrelated mergers create value. Copyright Springer Science+Business Media New York 2014

Suggested Citation

  • Parama Barai & Pitabas Mohanty, 2014. "Role of industry relatedness in performance of Indian acquirers—Long and short run effects," Asia Pacific Journal of Management, Springer, vol. 31(4), pages 1045-1073, December.
    • Handle: RePEc:kap:asiapa:v:31:y:2014:i:4:p:1045-1073
    DOI: 10.1007/s10490-014-9372-1
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    3. Popli, Manish & Ladkani, Radha M. & Gaur, Ajai S., 2017. "Business group affiliation and post-acquisition performance: An extended resource-based view," Journal of Business Research, Elsevier, vol. 81(C), pages 21-30.

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