Thesis (M. Tech.) -- Central University of Technology, Free State, 2006 / In today’s dynamic and uncertain business environment, employees are required to work together to achieve a common goal. An organisation cannot survive without a highly motivated and progressive workforce. Management need to be highly innovative and adaptive, to survive the intensity of competition and change. This study is based on the conviction that enhancing and sustaining employee motivation is a manager’s major function. In effect, management need to create and maintain a culture that fosters motivation, and determine whether employees are culturally adaptable, when two established cultures merge as one. Against this background, the focus fell on attaining optimum performance and a culture that evokes a spirit of co-operation and is conducive to motivating employees to work willingly and effectively. The Amalgamated Beverage Industry was selected for the purpose of this study. The perceptions and opinions of management and that of the lower level employees were examined to determine the impact on the work motivational levels and organiastional culture within Country Region employees. A probable influence was also given on the possible factors contributing to the maintained level of organisational culture and the high motivational levels within ABI. Attention was also focused on culture change and its possible impact on employees.

by Ko Shuk Yin, Yim Kok Man. / Thesis (M.B.A.)--Chinese University of Hong Kong, 1994. / Includes bibliographical references (leaves [39-41]). / ACKNOWLEDGEMENTS --- p.i / ABSTRACT --- p.ii / TABLE OF CONTENTS --- p.iii / Chapter / Chapter I. --- INTRODUCTION AND OBJECTIVE --- p.1 / Introduction --- p.1 / Objective --- p.2 / Chapter II. --- LITERATURE REVIEW --- p.4 / Rationale for Takeovers --- p.4 / From the shareholders' standpoint --- p.4 / From the managers' standpoint --- p.7 / Empirical Literature Review --- p.9 / Overview --- p.9 / Target Firm Stockholder Returns --- p.12 / Bidding Firm Stockholder Returns --- p.13 / Chapter III. --- METHODOLOGY --- p.16 / Data --- p.16 / Hypothesis To Be Tested --- p.17 / Methodology --- p.17 / Chapter IV. --- EMPIRICAL RESULTS --- p.21 / An Overview --- p.21 / Interpretation --- p.24 / Stock price movement --- p.24 / Information leakage --- p.27 / Hubris hypothesis --- p.27 / Mode of payment --- p.28 / Number of bidders --- p.29 / Chapter V. --- LIMITATIONS AND RECOMMENDATIONS --- p.30 / Limitations --- p.30 / Recommendations --- p.31 / APPENDICES / BIBLIOGRAPHY

This project will be focusing on the business problem of integrating information systems within a M & A organization, in this case to a SAP platform. SAP is the platform the parent company uses to run its corporate business functions.

University of Macau / Faculty of Law

Univ., Diss.--Groningen, 2005.

Humboldt-Universiẗat, Diss.-2008--Berlin, 2007. / Incllues bibliographical references (p. 419-438).

Zugl.: Hamburg, Universiẗat, Diss., 2008. / Includes bibliographical references (p. 307-323).

This study is aimed at investigating the effect of mergers and acquisitions on the share prices and dividends involving South African companies in the food and beverage industry. A sample of 79 mergers from 1999 to 2005 was used. The data was analysed using the event study methodology and descriptive statistics. In addition, the paired t-test was also conducted to test the significance of the results. The results were presented using graphs, tables and charts. The results showed that target companies obtained negative abnormal returns during the announcement of mergers while acquiring companies on the other hand received positive abnormal returns. The results imply that it can no longer be generalized that target companies always win and acquiring companies lose during the merger activity. On the other hand, the dividends for target companies increased significantly after the merger, while the dividends for acquiring companies remained insignificantly negative after the merger. / Graduate School of Business Leadership / MBL

Thesis (MBA)--Stellenbosch University, 2001. / ENGLISH ABSTRACT: This project examines the implications of a merger of two companies, Alexander Forbes Limited and Meridian Brokers (Pty) Ltd. The emphasis of the study is the identification of the differences in corporate culture between the two organisations, and having done this identification, the selection of the change process required to facilitate the smoothest possible integration of the two companies. In the first instance the project research methodology is explained. The method of information gathering is done by means of questionnaires. Three major models which have been specifically designed to extract the necessary information are used in the project, namely the Beehive model, the Growth Curve model and the VISA model. Furthermore, the models to be used to drive the change process are also described in this initial stage. These models are the ESP of change and the ROP. During the next stage of the project the analyses of the data is done. The data is then compared in order to show certain differences between the cultures and management styles of the two organisations. The major differences between the two companies are then highlighted in graphic form to show where the emphasis must be laid during the change process, in order to create a new culture going forward. The final stages of this study project refer to the recommended change process for the integration. The emphasis here is to highlight what specific actions need to take place so that the new Alexander Forbes group can be an even stronger force to be reckoned with by becoming a globally competitive insurer. In conclusion the study project examines whether it has fulfilled its objective as set out initially, and whether there is cause for any other further study in this regard in the future. / AFRIKAANSE OPSOMMING: Die projek ondersoek die implikasies van 'n samesmelting van twee maatskappy, Alexander Forbes Beperk en Meridian Brokers (Edms) Bpk. Die doel van die studie is die identifikasie van die verskille in korporatiewe kultuur tussen die twee oorspronklike en deur die identifikasie te doen, die seleksie van die veranderingsproses vereis om die beste moontlike integrasie tussen die twee maatskappye to bewerkstellig. In die eerste plek word die projeknavorsingsmetode verduidelik. Die metode om inligting te versamel word gedoen deur vraelyste. Drie hoofmodelle, naamlik die Beehive model, die Growth Curve model en die VISA model, wat spesifiek ontwerp is om die nodige inligting te trek, word in die projek gebruik. Verder, modelle wat ook gebruik word om die veranderingsproses te dryf, word hier beskryf. Hierdie modelle is die ESP en die ROP. Gedurende die volgende fase van die projek word die analise van die data gedoen. Die data word dan vergelyk om sekere verskille tussen kulture en bestuursstyle van die twee maatskappye te wys. Die hoof verskille tussen die twee maatskappye word dan uitgewys in grafiese vorm om te wys waar die beklemtoning gelê moet word gedurende die veranderingsproses, om 'n nuwe kulturele vooruitgang te skep. Die finale stappe van die studie projek verwys na die aanbevele veranderings proses vir die integrasie. Die doel hier is om te beklemtoon watter spesifieke aksies nodig is om plaas te vind sodat die nuwe Alexander Forbes groep selfs 'n sterker mag kan wees, deur 'n globale mededingende versekeraar te word. In samevatting ondersoek die studieprojek of dit voldoen het aan sy doel soos eerstens uitgestip, en of daar enige rede is om 'n verdere studie in die verband in die toekoms te doen.

Thesis (MBA)--Stellenbosch University, 2002. / ENGLISH ABSTRACT: This Study Project attempted to understand and analyse the key elements of strategic alliances in order to develop a practical model and structured approach for business to successfully justify, identify, assess, select, implement and manage alliances that will create maximum value for all parties involved and enhance the likelihood of alliance success. The objective was to obtain an end-ta-end and integrated picture of how to successfully apply strategic alliance as a business tool in today's dynamic and challenging business environment. The study showed that companies of today are facing an overwhelming number of external and internal challenges and pressures. These challenges are putting increased pressure on companies' resources, skills, management and other capabilities to develop new strengths and deliver products and services quicker and at a lower cost. Traditional methods of addressing these challenges, such as internal resource development or acquisition of a business that possesses the required capabilities, are proving to be inadequate and often force companies to sacrifice essential elements such as: speed to market, organisational agility and control. Strategic alliances offer an alternative. Strategic alliances can offer significant advantages for companies who are lacking in particular competencies or resources by securing these through links with partners who possess complementary skills or assets and may also offer easier access to new markets and opportunities for mutual synergy and learning. Alliances will avoid the permanency of strategies such as mergers and acquisitions and enable two-directional exchange of resources and competencies as apposed to the pure financial nature of outsourcing. The first step in the alliance process is the formulation of the alliance strategy. The alliance strategy will dictate which partner and alliance form is most appropriate, what the company expects to get out of the alliance and how risks will be managed. The alliance strategy is a building block or extension of the corporate strategy and must be aligned with the mission, goals and objectives that were set by the strategic process. The formulation of the alliance strategy must be based on an analysis of the external market circumstances and the company's internal resources and competitive capabilities. By defining an alliance strategy the company ensures that all alliances-related activities are consistent and structured. Once the strategic alliance strategy, objectives and format has been determined the company can start to identify and select a partner that has got the ability and competency that is required by the alliance and at the same time has got a similar need to be involved in the alliance. Partner selection requires a structured process to ensure that the alliance strategy and selected form is translated into and represented by key business attributes or areas that are affected by the alliance. The organisation must be clear about what its strategic objectives are and what the partner profile is it is looking for. These objectives are linked to criteria or requirements that the potential partner must comply to, in order to meet the alliance objectives. The partners are now ready to determine how each organisation will engage with the other to reach common objectives of the alliance. This is achieved through a process of negotiation and work definition. The negotiation is 'non zero-sum based' which means that one company's gain is not at the loss of the other company. The alliance business plan is developed during this stage and acts as the blueprint of the future alliance operations. During this stage it is crucial that the leadership of the two companies is actively involved and visible in the process. Managing strategic alliances introduces a complex combination of new management challenges that often need to be coordinated and addressed. It is the alliance management's responsibility to establish a relationship of trust between the companies, address cultural issues and ensure that there is a continuous process of two-way learning. These solutions and the original alliance agreement will however be temporary because the alliance is founded upon relationships that have a dynamic of their own and are subject to the influence of external changes bearing on the alliance, which requires that the alliance needs to transform and adapt to these changes on a regular basis. Strategic alliances are certainly not a new concept in South Africa. But the adoption rate of strategic alliances seem to be slow compared to world standards and opportunities for both local and international alliances have not been capitalised on. Alliances can enable South African companies to remove unnecessary duplication between companies, access international skills and technology, build on synergies and reach global markets in a cost effective and swift way. / AFRIKAANSE OPSOMMING:Die doel van hierdie Studie Projek was om die sleutelkomponente van strategiese alliansies te ontleed en te verstaan om sodoende 'n praktiese model en gestruktureerde benadering vir besigheid te ontwikkel om alliansies suksesvol te kan regverdig, identifiseer, analiseer, selekteer, implementeer en bestuur om maksimum waarde vir alle partye betrokke te skep asook die alliansie se waarskynlikheid van sukses te verhoog. Die doelwit was om 'n geintegreerde end-tot-end beeld te verkry van hoe om strategiese alliansies suksesvol aan te wend as 'n besigheidsgereedskapstuk in vandag se dinamiese en uitdagende besigheidsomgewing. Die studie het gewys dat besighede van vandag 'n oorweldigende aantal eksterne en interne uitdagings en druk moet verwerk. Hierdie uitdagings sit toenemende druk op maatskappy hulpbronne, vaardighede, bestuur en ander bevoegdhede om nuwe sterkpunte te ontwikkel en produkte en dienste vinniger en teen laer koste te verskaf. Tradisionele metodes hoe om hierdie uitdagings te adresseer soos interne hulpbronontwikkeling of aanskaffing van 'n besigheid wat die nodige bevoegdheid besit, is bewys om onvoldoende te wees en forseer maatskappye gereeld om essensiële elemente soos: tyd na die mark, organisasie buigbaarheid en beheer op te offer. Strategiese alliansies bied 'n alternatief aan. Strategiese alliansies kan maatskappye wat 'n tekort het aan spesifieke vaardighede of hulpbronne, betekenisvolle voordele bied deur middel van 'n skakel met 'n vennoot wat oor komplementerende vaardigehede en hulpbronne beskik asook makliker toegang gee tot nuwe markte en geleenthede gebasseer op sinergië en kennis uitruil. Alliansies sal die permanentheid van strategië soos samesmeltings en aanwendings vermy en maak tweerigting uitruil van hulpronne en vaardighede moontlik teenoor the suiwer finansiële natuur van besigheid uitfaseer. Die eerste stap in die alliansie proses is die formulering van die alliansie strategie. Die alliansie strategie sal dikteer waarom een vennoot en alliansie vorm beter is as enige ander beskikbare opsie, wat die maatskappy verwag om uit die alliansie te kry en hoe risiko's bestuur sal word. Die alliansie strategie is 'n bou blok of verlenging van die korporatiwe strategie en moet belyn wees met die missie en doelwitte wat bepaal is gedurende die strategiese proses. Die formulering van die alliansie strategie moet gebasseer wees op 'n analiese van die eksterne markomstandighede en die maatskappy se interne hulpbronne en kompeternde vaardighede. Die definering van die alliansie strategie verseker dat alle alliansie-verwante aktiwiteite konsikwent en gestruktureerd gedoen word. Sodra die strategiese alliansie strategie, doelwitte en alliansie formaat bepaal is kan die maatskappy begin om 'n vennoot te identifiseer en te selekteer wat beskik oor die vermoë en vaardigehede wat benodig word deur die alliansie en terselftertyd ook 'n soortgelyke behoefte het om betrokke te raak by die alliansie. Vennootseleksie vereis 'n gestruktureerde proses om te verseker dat die alliansie strategie en geselekteerde form omgeskakel word in 'n en verteenwoordig word deur sleutel besigheidskenmerke of areas wat geaffekteer word deur die alliansie. Die besigheid moet duidelik wees oor wat die strategiese doelwitte is en wat die vennoot profiel is wat verlang word. Hierdie doelwitte word verbind aan kriteria of vereistes waaraan die voornemende vennoot moet voldoen om te verseker dat die alliansie doelwitte bereik word. Die venote is nou reg om te bepaal hoe elke organisasie met die ander sal handel om sodoende die ooreengekome doelwitte van die alliansie te bereik. Dit sal bereik word deur 'n proses van onderhandeling en werk definisie. Die onderhandelinge is nie gebasseer op wen en verloor nie, wat beteken dat een maatskappy se wins is nie die ander maatskappy se verlies nie. Die alliansie besigheidsplan word ontwikkel gedurende hierdie fase en dien as 'n uitleg vir die toekomstige alliansie funksies. Dit is krities dat die maatskappye se leiers aktief betrokke raak by die proses op hierdie tydstip. Die bestuur van strategiese alliansies stel bekend 'n komplekse kombinasie van nuwe bestuur uitdagings wat gekoordineer en geadresseer moet word. Dit is die verantwoordelikheid van die alliansie bestuur om 'n verhouding van vertroue tussen die organisasies te vestig, kulturele probleme te adresseer en te verseker dat daar 'n deurlopende proses van twee-rigting kennis uitruil is. Hierdie oplossings asook die oorspronklike alliansie ooreenkoms sal egter tydelik wees as gevolg van die feit dat die alliansie gebasseer is op verhoudinge wat dinamies is en afhanklik is van eksterme veranderinge wat 'n invloed het op die alliansie en vereis daarom dat die alliansie gedurig moet aanpas by die veranderinge. Strategiese alliansies is glad nie 'n nuwe konsep in Suid Afrika. Die aanneem tempo van strategiese alliansies in vergelyking met wêreld standaarde is egter heelwat stadiger en geleenthede vir beide plaaslike en internasionale alliansies is nog nie op gekapitaliseer nie. Alliansies stel Suid-Afrikaanse maatskappye in staat om onnodige duplikasie tussen mekaar te verwyder, toegang te kry tot internasionale vaardighede en tegnologie, te bou op sinergië en wereld markte te bereik in 'n koste effektiewe en spoedige wyse.