Mergers & acquisitions

Analysing LVMH’s long-time M&A strategy to avoid the usual pitfalls.

How economic shocks weaken the influence of shareholders and employees on acquisition outcomes.

Lessons from an Indonesian telco merger success: When organisations merge, people must come together.

In uncertain climates, overconfident CEOs tend to invest less in assets that allow a firm to maintain strategic flexibility compared to non-overconfident CEOs.

Joint ventures between dominant incumbents can create opportunities for smaller firms to enter the market and capture market share.

A study of start-up acquisitions shows important patterns on both sides lead to a successful integration.

Despite current exuberance, the signs don’t augur well for “blank cheque” companies.

When geopolitical relations between nations are strained, states are more inclined to intervene to block mergers and acquisitions on national security grounds. But this makes mergers more difficult and more expensive, putting them at odds with the national interest.

Very human factors are at play in mergers and acquisitions. Paying attention to them can increase your chance of success.