Document Type
Article
Publication Date
6-1-2007
Abstract
It has been well documented that over 50% of all mergers and acquisitions (M and A) fail. Despite a multitude of studies by M and A researchers, failure rates have not significantly changed for several decades. As such, the complex behavior of mergers, acquisitions, and their failure remains largely unexplained. Some researchers believe that the emerging field of complexity science may be the key to unlocking the secrets of M and A success. Complexity science, as applied to organizations, asserts that the simple interactions between managers can result in the complex behavior of the management team, specifically in its ability to address organizational change. In fact, companies that consistently beat the odds, such as Cisco and GE Capital, focus on developing high performance M and A management teams. The purpose of the proposed study is to explore the correlation between manager interactions and management team behavior toward organizational change in successfully merged or acquired firms.
Keywords
consolidation and merger of corporations
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Clayton, Byron C., "A Complexity Science Perspective on High Performance M&A Management Teams" (2007). Student Scholarship. 51.
https://commons.case.edu/studentworks/51