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Synergy Effects in the Mergers of Collieries

Author

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  • Izabela Jonek Kowalska

    (Silesian University of Technology, Poland)

Abstract

Purpose – The article focuses on measurement and assessment of the direction and scale of synergy effects in the mergers of collieries in the Polish hard coal mining. Design/methodology/approach – The research included 4 mergers of collieries conducted in years 2006-2011. The measurement of synergy effects was made by subtraction calculation between the total and base effect, according to the definition of synergy effects. Findings – Positive synergy effects were achieved in case of two mergers. These were the mergers of collieries in a good or average financial condition and with a favorable conditions for extraction. The effects of merger in one of them were additionally highlighted by the improvement on the market of hard coal. Practical implications – The research conducted allows to assess the mergers realized in the Polish hard coal mining in the frames of industry restructuring. They also constitute a basis for indicating directions of further industrial restructuring using the mergers of collieries. Social implications – In the article there are also issues analyzed concerning employment in the collieries merged. The mergers of mining enterprises aim to mitigate the scale and results of employment restructuring in the Polish mining. Originality/value – The identification of synergy effects in the Polish hard coal mining has not been analyzed so far. The role of such research is currently increasing due to the economic growth on the market of traditional resources and due to the necessity of competitiveness improvement of Polish coal on the global markets.

Suggested Citation

  • Izabela Jonek Kowalska, 2012. "Synergy Effects in the Mergers of Collieries," International Journal of Synergy and Research, ToKnowPress, vol. 1(2), pages 103-122.
    • Handle: RePEc:tkp:ijsrsy:v:1:y:2012:i:2:p:103-122
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    References listed on IDEAS

    as
    1. Hitt, Michael A. & King, David & Krishnan, Hema & Makri, Marianna & Schijven, Mario & Shimizu, Katsuhiko & Zhu, Hong, 2009. "Mergers and acquisitions: Overcoming pitfalls, building synergy, and creating value," Business Horizons, Elsevier, vol. 52(6), pages 523-529, November.
    2. Rikard Larsson & Sydney Finkelstein, 1999. "Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization," Organization Science, INFORMS, vol. 10(1), pages 1-26, February.
    3. Fluck, Zsuzsanna & Lynch, Anthony W, 1999. "Why Do Firms Merge and Then Divest? A Theory of Financial Synergy," The Journal of Business, University of Chicago Press, vol. 72(3), pages 319-346, July.
    4. Stefan Bojnec & Martina Drakulic, 2012. "Synergies in Marketing Management in Camping Tourism on the Slovenian Adriatic Coast," International Journal of Synergy and Research, ToKnowPress, vol. 1(1), pages 77-87.
    5. Karim Moustaghfir, 2012. "Explicating Knowledge-based Competitive Advantage," International Journal of Synergy and Research, ToKnowPress, vol. 1(1), pages 23-38.
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    2. Mario Bogdanović1, 2022. "Destructive Organizational Communication And Manipulation: Emergent Forms, Consequences And Coping In The Function Of Smarter Organizational Solutions," Romanian Economic Business Review, Romanian-American University, vol. 17(3), pages 20-39, September.

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