Thesis (Ph. D.)--University of California, San Diego, 2005. / Vita. Includes bibliographical references (leaves 77-81).

Thesis (Ph. D.)--Ohio State University, 1972. / Includes vita. Includes bibliographical references (leaves 357-361). Available online via OhioLINK's ETD Center.

Thesis (Ph. D.)--University of Missouri-Columbia, 2005. / The entire dissertation/thesis text is included in the research.pdf file; the official abstract appears in the short.pdf file (which also appears in the research.pdf); a non-technical general description, or public abstract, appears in the public.pdf file. Title from title screen of research.pdf file viewed on (November 15, 2006) Vita. Includes bibliographical references.

京都大学 / 新制・課程博士 / 博士(経済学) / 甲第24378号 / 経博第665号 / 新制||経||303(附属図書館) / 京都大学大学院経済学研究科経済学専攻 / (主査)教授 関口 格, 教授 原 千秋, 准教授 陳 珈惠 / 学位規則第4条第1項該当 / Doctor of Economics / Kyoto University / DFAM

The latest surge of corporate mergers has been characterized by a steadily increasing rate of conglomerate combinations. It would appear that one of the prime motivating factors in conglomerate merger is a firm belief in the principle of "synergism," or the mutually cooperating action of separate substances taken together to produce an effect greater than that of any component taken alone. It would also appear that in such instances wherein there is no direct relationship in regard to raw material source, product development, production technology, or marketing channels, the principle of synergism is not automatic, but must be implemented by appropriate management action. The hypothesis of the study is that the goal of achieving synergism through centrality of management influence has not yet become a reality in conglomerate business organizations as a group. It is the purpose of the study to investigate the degree of centralized management development in a number of management functions and relate this development to success in selected performance areas.

This dissertation is a growth options analysis of high tech mergers. I analyze the impact growth options have on the likelihood of a high tech firm being acquired, the premiums paid for these acquisitions, and the synergies that result from these mergers. I examine how proxies for growth options interact with those for the resources needed to fund growth. A significant part of my analysis involves developing and examining a new growth options proxy, Gamma, the return on investment a firm realizes in growth options value from its R&D expenditures. I find that firms that are better than their peers in converting R&D into growth options value, i.e. they have high Gamma, are more likely to be targeted for acquisition than low-Gamma firms. The premiums paid are impacted most by the characteristics of the deal, primarily when deals are competitive, and GDP growth. The acquirer's Gamma, however, is very significant in predicting premiums. Acquiring firms with high Gamma pay significantly lower premiums. The synergies that result from a merger are measured in short and long run returns, and most mergers result in value destruction to the combined firm. In the fewer than 20% of the mergers that resulted in positive long run abnormal returns, the premium paid and whether the deal was competitive significantly reduced the returns. However the two characteristics that significantly increased returns were the acquirer's Gamma and if the acquirer and target had complementary characteristics for growth options levels and free cash flow. / by Sean M. Davis. / Thesis (Ph.D.)--Florida Atlantic University, 2011. / Includes bibliography. / Electronic reproduction. Boca Raton, Fla., 2011. Mode of access: World Wide Web. FboU

Due to globalization, organizations are faced with keener competition than before and conglomeration becomes one of the effective ways to remain organizations¡¦ competitiveness advantage. Since conglomeration becomes a popular way to maintain organizations¡¦ competitive advantages, the issue of how to manage, to make the best of, to integrate conglomerate Human Resources get to be very important. Among them, conglomerate personnel transfer is one of the common HR practices. Different conglomerates have different transfer policies, purposes, cultures, practices and above all, outcomes. The research aims at transferring policies in conglomerates in Taiwan, especially five manufacturing conglomerates: Formosa Group, Yuen Foong Yu Group, FarEastern Group, Uni-President Groups, China-steel Corporation Group, integrating the transfer policies in the current practice among these five Taiwanese conglomerates, reviewing the literature on the definition of conglomerate, conglomerate investment mode, transferring-related theories to break the 5 Taiwanese Conglomerates into 4 transfer groups: 1. Institution Type¡GConglomerate Transfer activities become company¡¦s values and employees¡¦ duties when the concentration level for conglomerate relocation Human Resource policy is high and when the level of employee choice is low. 2. Strategic Type¡GConglomerate Transfer activities are the means for organizations to get resources needed to respond to organizational strategies when the concentration level for conglomerate transfer Human Resource policy is high and when the level of employee choice is high. 3. Political Type: Conglomerate Transfer activities are for the purpose of organizational political activities or headquarter-centered interest when the concentration level for conglomerate Transfer Human Resource policy is low and when the level of employee choice is high. 4. Administration Type: Conglomerate Transfer system and strategies are not very comprehensive and intact which is still under developing when the concentration level for conglomerate Transfer Human Resource policy is low and when the level of employee choice is low. After defining four types of Transfer systems, the research intends to respectively sort out the characteristics into dimensions, describing the process, content and outcome as follows: 1. Concentration level for conglomerate relocation Human Resource policy (the difference of Compensation & Benefits and Conglomerate Intensity) 2. Level of employee choice (tranfer culture and purpose) 3. The process and responsive relocation Compensation & Benefits measure 4. Relocation identity and Repatriation 5. Relocation Status quo, outcome and difficulties from the point of view of companies and employees The research also provides the insight for conglomerate personnel transfer and analyzes strength and shortcoming for each transfer type from the cases in practice.

Thesis (Ph. D.)--Golden Gate University, 1993. / Includes bibliographical references (leaves 192-200).

No description available.

This dissertation investigates the sources of growth which are available to conglomerate companies and draws some limited conclusions with regard to which are the major sources.