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Prior Strategy Processes as a Key to Understanding Mega-mergers:: The Novartis Case

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  • Schmidt, Sascha
  • Rühli, Edwin

Abstract

Given that the majority of large mergers does not meet expected results, it is imperative to assess ex ante to what extent a merger concept can be realised in the market environment. The merger concept is usually the result of a not immediately transparent process of negotiation between the management bodies of the merging firms. It remains difficult for researchers to study these negotiation processes with first-hand information. The Novartis case study shows that the merger concept is closely aligned to previous strategy processes of the merging firms. Conducting a longitudinal multilevel analysis focused on resource allocations the authors introduce a new way to explore intra-organisational strategy processes using publicly available information.

Suggested Citation

  • Schmidt, Sascha & Rühli, Edwin, 2002. "Prior Strategy Processes as a Key to Understanding Mega-mergers:: The Novartis Case," European Management Journal, Elsevier, vol. 20(3), pages 223-234, June.
    • Handle: RePEc:eee:eurman:v:20:y:2002:i:3:p:223-234
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    Citations

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    Cited by:

    1. Anne-Sophie Thelisson & Olivier Meier, 2022. "Managerial biases during a merger process in a government-controlled organization," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 26(4), pages 1315-1338, December.
    2. Moshfique Uddin & Agyenim Boateng, 2009. "An analysis of short‐run performance of cross‐border mergers and acquisitions," Review of Accounting and Finance, Emerald Group Publishing Limited, vol. 8(4), pages 431-453, October.
    3. Pierre BARBAROUX & Blandine LAPERCHE, 2013. "Mergers failure in the European defence technological and industrial base. The case of EADS / BAE systems," Working Papers 33, Réseau de Recherche sur l’Innovation. / Research Network on Innovation.
    4. Roger Schweizer, 2010. "Headquarters–Subsidiary Relationships during Dramatic Strategic Changes—The Local Implementation of a Global Merger between MNCs in India," Review of Market Integration, India Development Foundation, vol. 2(1), pages 101-134, April.
    5. Timmers, A.D., 2010. "The perceived cultural changes and the changes in identification of the employees during a merger between two airlines," Other publications TiSEM a71f79cd-facf-445a-a0ba-4, Tilburg University, School of Economics and Management.
    6. Shams, Syed & Gunaskerage, Abeyratna & Velayutham, Eswaran, 2022. "Economic policy uncertainty and acquisition performance: Australian evidence," International Review of Economics & Finance, Elsevier, vol. 78(C), pages 286-308.

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