| Description |
182 pages : illustrations ; 22 cm |
| Contents |
Contents note continued: 4.5.Worst Case Scenario: Swissair -- 5.Lessons Learned About an Optimal >>Leadership Environment<< -- 5.1.Comparing Nestle and Swissair Acquisitions Using Drucker's Framework -- 5.2.Creating an Environment that Enables the Acquisition Principles to be Successfully Implemented: A Comparative Analysis of the Case Study Boards -- 6.Twelve Best Practice Recommendations for Boards -- 6.1.Creation of a >>Leadership Environment<< Which Enables the Acquisitions Principles to be Fulfilled -- 6.2.A Dynamic Board-Management Relationship -- 6.3.Summary -- 7.Conclusion -- 7.1.Outlook: The Changing Nature of M&A -- 7.2.Current Corporate Governance and Future Challenges |
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Machine generated contents note: 1.From Abandoning the Myth to the Required >>Leadership Environment<< -- 1.1.Abandoning the Myth -- 1.2.Required >>Leadership Environment<< -- 1.3.Two Polar Opposite Key Case Studies: an Introduction -- 2.The Key Facts of Corporate Governance -- 2.1.Introduction to Corporate Governance -- 2.2.An Agency Perspective -- 2.3.Whose Interests Are Served? -- 2.4.A Third Approach -- 2.5.Boards of Directors Come into Play -- 3.The Key Facts of M&A -- 3.1.Developments in M&A Analysis -- 3.2.Approaches to Acquisition Success -- 3.3.Normative Approach to M&A: Peter Drucker's Acquisition Success Factors -- 4.Prime Examples of Good and Bad Acquisition Management -- 4.1.Board Management Background of the Case Studies -- 4.2.Important Background Information about the Case Studies -- 4.3.Remarks about the Period of Focus in the Two Case Studies: the Era of Chairmen During the Period of Acquisitions -- 4.4.Best Case Scenario: Nestle -- |
| Summary |
"For the first time ever, an acute observer is effectively investigating the role of the board and the governance structure necessary for successful acquisitions. This is enormously significant; despite the fact that M&A success factors are broadly known and researched, the conditions upon which they are based and allowed to flourish are not, resulting in the continuing failure of more than two-thirds of acquisitions. Indeed, because of this pioneering approach the book was praised by practitioners for its additions to strategic management understanding. Farsam Farschtschian's incisive analysis, enriched by discussions with some of the world's most renowned CEOs and chairmen, reveals the gap between mainstream theory and the reality of the board room, going on to develop far-reaching recommendations for top management. The author's conclusions sharply illustrate the limits and challenge the inadequacies of current corporate governance and the structural transformations resulting from new types of business practices and methods." -- Publisher's website |
| Notes |
"editionMALIK"--P. [1] of cover |
| Bibliography |
Includes bibliographical references (pages [165]-176) and index |
| Notes |
Text in English; pref. in German |
| Subject |
Consolidation and merger of corporations -- Management.
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Consolidation and merger of corporations.
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Corporate governance.
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Directors of corporations.
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| ISBN |
3593394383 |
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9783593394381 |
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