Increasing M&A activity has during recent years shown no indication of slowing down. Contrastingly the success rate of the M&A’s are still low, accordingly an increased frequency of demergers is a likely outcome. The demerger phenomenon has yet to reach the gaze of the academic community, where little is known surrounding the subject. This study takes a qualitative approach to try to understand the underlying reasons that drive a demerger process, and the factors that determine the success of a demerger process, through the lens of M&A literature. Our findings provide indications that the planning and execution of the disintegration and communication within a demerger correlates to demerger success. Furthermore, our contributions give indications that building employee commitment is an essential driver that enhances the possibility of a successful demerger.

This study aimed to examine whether mandrills (Mandrillus sphinx) reconcile their conflicts. The data were collected from a captive group of nine mandrills (5 males and 4 females) at the Lowry Park Zoo that ranged in age from 3 to 16 years at the time of study. After a conflict was observed, the behavior of one of the two former opponents was documented for a period of ten minutes using continuous recording methods. On the next possible observation day, at the same time of the previous conflict, the behavior of the same individual was recorded for an additional ten minutes. Former opponents exchanged peaceful or affiliative signals sooner after a conflict than during control periods. These post-conflict signals were selectively directed towards former opponents, and were most likely to be exchanged in the first two minutes after a conflict's termination. The silent bared-teeth face comprised 62.5% of the first peaceful interactions between former opponents. The best predictor of the likelihood of reconciliation was the dyad's baseline rate of silent bared-teeth face exchange. Mandrill dyads with higher rates of silent bared-teeth face exchange at baseline had higher conflict rates and spent less time in non-aggressive proximity than those with lower rates of silent bared-teeth face exchange. These results are consistent with the Insecure Relationship Hypothesis, which posits that individuals with insecure relationships are more likely to reconcile because their relationships are more likely to be damaged by a conflict than those with secure relationships. The exchange of peaceful post-conflict signals did not appear to have an effect on the behavior of the former opponents.

Thesis (Ph.D.)--Southern Illinois University at Carbondale, 2004. / Major Professor: Bryan Crow. Includes bibliographical references.

Thesis (D. Min.)--Ashland Theological Seminary, 1999. / Abstract. Includes bibliographical references (leaves 148-151, 172-173).

Diss. (sammanfattning) Stockholm : Karol. inst., 2005. / Härtill 4 uppsatser.

The aim of this thesis is to investigate and identify the present communication gaps between cultures within an organization. For these couple decades, there has been numerous international joint ventures happening in China by the Taiwanese firms in order to reduce cost and to reach both economies of scale and economies of scope. In doing so the international joint venture firm has to hire and employee the local Chinese people where the culture is much different than Taiwanese people. This thesis studies and examines the possible communication issues and problems that could arise due to differences in culture. The qualitative method of interview was conducted in this thesis, composed of 5 Taiwanese managers and 3 Chinese managers inside the organization. The interview consists of 19 questions which were divided into three categories as follows: Communication, differences between ethnicity, and leadership and change. The responses were carefully examined and compared to see whether the difference in culture created some communication issues in the organization. The results from the interviewees and through chart comparison it was clear to conclude that there indeed have been communication issues and problems between the Taiwanese culture and Chinese culture at the workplace. The thesis provides four types of recommendation, including conflict management, internal communication and employee development, management communication strategy for change and strategic employee communication to facilitate major change. This thesis hopes to offer and improve a successful communication change between the different cultures within the organization.