SHMIDT, Sasha
Prior strategy processes as a key to understanding megamergers : the Novartis case - 2002
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 not immediately transparent process of negotiation between the management bodies of the merging firms. Its remains difficult for researchers to study these negotiation processes with first-hand information. The Norvatis 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 authours introduce a new way to explore intra-organisational strategy processes using publicly available information
Strategy Processes
Resource Allocation Processes
Mega-Merger
M&A
Negócios
Level (Multilevel) Strategy
Longitudinal Study
Novartis
Prior strategy processes as a key to understanding megamergers : the Novartis case - 2002
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 not immediately transparent process of negotiation between the management bodies of the merging firms. Its remains difficult for researchers to study these negotiation processes with first-hand information. The Norvatis 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 authours introduce a new way to explore intra-organisational strategy processes using publicly available information
Strategy Processes
Resource Allocation Processes
Mega-Merger
M&A
Negócios
Level (Multilevel) Strategy
Longitudinal Study
Novartis
