CUED Publications database

The performance prism to boost M&A success

Adams, C and Neely, A (2000) The performance prism to boost M&A success. Measuring Business Excellence, 4. pp. 19-23. ISSN 1368-3047

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In an age of an ever-increasing number of mergers and acquisitions, why do so many fail? Throughout the 1990s, and on into the 2000s the newspapers are full of reports of frenetic M&A activity. Yet horror stories highlighting failed mergers and acquisitions – AT&T, Quaker Oats, Disney, Sony, Compaq, General Electric (yes, even GE) – abound. It is almost as if the excitement of the deal consumes management's passion. In the run up to the merger or acquisition, energy levels are intense. Yet, afterwards planning and post-merger activities are weak and ineffective. There are of course numerous reasons why M&As fail – poor strategic concepts, personality problems at the top, cultural differences, poor employee morale, incompatible information systems, etc. The one explored in this article is post-merger integration. Specifically, we ask how managers can track whether their post-merger integration efforts are working. © 2000, MCB UP Limited

Item Type: Article
Divisions: Div E > Strategy and Policy
Depositing User: Cron Job
Date Deposited: 03 Aug 2017 02:37
Last Modified: 25 Jun 2020 09:31
DOI: 10.1108/13683040010377818