Thesis (M.B.A.)--University of Hong Kong, 1982.

Merger review has gained in importance in both Canada and the European Union since the enactment of the Competition Act in 1986 and the Merger Regulation in 1989 respectively. The increase in international trade and the globalization of the world economy have forced both jurisdictions to reform the relevant provisions of their Competition law as concerns mergers in order to keep pace with these rapid changes. / The thesis offers a thorough description of the current merger review laws in both systems, and the proposed amendments under consideration in Canada and the EU. In the last chapter, the author compares both procedures and comes to the conclusion that, notwithstanding certain differences in objectives and perception, merger regulation in both systems seems to flow along the same lines. Canada does, however, hold a (lonely) special position as far as the 'efficiency defence' is concerned.

The study aims to explore the critical issues facing practitioners in post-merger integration (PMI) involving Western and Chinese pharmaceutical companies and to address the strategic management aspects that should be addressed to ensure merger success and synergy realization. By drawing on specific issues, actions/solutions, and outcomes in the post-merger integration of operational/ functional areas, new understanding on strategic management decisions and actions in pre-deal diligence and post-merger integrating process can be generated to explain merger success or failure. The objective of this research is, therefore, to provide more in-depth and substantive propositions to practitioners in Chinese pharmaceutical mergers and acquisitions to achieve successful post-merger integration. / The study has demonstrated the application of the integrative model, based on the mergers and acquisitions (M&A) integration framework of Larsson and Finkelstein (1999) and other theorists on the Chinese context, to various degrees of success. It has been shown that there are problems involved with applying Western integration models to Chinese companies, due to some Chinese management practices and the influence of the state during the state-owned-enterprise-reform process. As shown by the case studies of this research, the post-merger integration process and merger success in terms of synergy realization and shareholder value creation are closely related. Chinese company leadership with more M&A expertise from prior learning experience, as well as its good relationship (guanxi) with the state, is of great importance in securing good M&A deals and positive outcomes from integration with the former state-owned enterprises (SOEs). / It is hoped that the study has provided a framework for understanding why certain mergers and acquisitions fail in China and how that can be improved. In essence, this research has made a contribution to knowledge about the theory and practice of M&A in the China context as its findings were based on the input of ten top pharmaceutical executives and their senior staff. Due to the sharp increase in mergers and acquisitions in China, the study will help to shed light for future studies that will benefit academics and practitioners alike. Moreover, the study has also demonstrated good opportunities for conducting case study research through interviews in Chinese companies today. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005

The study aims to explore the critical issues facing practitioners in post-merger integration (PMI) involving Western and Chinese pharmaceutical companies and to address the strategic management aspects that should be addressed to ensure merger success and synergy realization. By drawing on specific issues, actions/solutions, and outcomes in the post-merger integration of operational/ functional areas, new understanding on strategic management decisions and actions in pre-deal diligence and post-merger integrating process can be generated to explain merger success or failure. The objective of this research is, therefore, to provide more in-depth and substantive propositions to practitioners in Chinese pharmaceutical mergers and acquisitions to achieve successful post-merger integration. / The study has demonstrated the application of the integrative model, based on the mergers and acquisitions (M&A) integration framework of Larsson and Finkelstein (1999) and other theorists on the Chinese context, to various degrees of success. It has been shown that there are problems involved with applying Western integration models to Chinese companies, due to some Chinese management practices and the influence of the state during the state-owned-enterprise-reform process. As shown by the case studies of this research, the post-merger integration process and merger success in terms of synergy realization and shareholder value creation are closely related. Chinese company leadership with more M&A expertise from prior learning experience, as well as its good relationship (guanxi) with the state, is of great importance in securing good M&A deals and positive outcomes from integration with the former state-owned enterprises (SOEs). / It is hoped that the study has provided a framework for understanding why certain mergers and acquisitions fail in China and how that can be improved. In essence, this research has made a contribution to knowledge about the theory and practice of M&A in the China context as its findings were based on the input of ten top pharmaceutical executives and their senior staff. Due to the sharp increase in mergers and acquisitions in China, the study will help to shed light for future studies that will benefit academics and practitioners alike. Moreover, the study has also demonstrated good opportunities for conducting case study research through interviews in Chinese companies today. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005

The study aims to explore the critical issues facing practitioners in post-merger integration (PMI) involving Western and Chinese pharmaceutical companies and to address the strategic management aspects that should be addressed to ensure merger success and synergy realization. By drawing on specific issues, actions/solutions, and outcomes in the post-merger integration of operational/ functional areas, new understanding on strategic management decisions and actions in pre-deal diligence and post-merger integrating process can be generated to explain merger success or failure. The objective of this research is, therefore, to provide more in-depth and substantive propositions to practitioners in Chinese pharmaceutical mergers and acquisitions to achieve successful post-merger integration. / The study has demonstrated the application of the integrative model, based on the mergers and acquisitions (M&A) integration framework of Larsson and Finkelstein (1999) and other theorists on the Chinese context, to various degrees of success. It has been shown that there are problems involved with applying Western integration models to Chinese companies, due to some Chinese management practices and the influence of the state during the state-owned-enterprise-reform process. As shown by the case studies of this research, the post-merger integration process and merger success in terms of synergy realization and shareholder value creation are closely related. Chinese company leadership with more M&A expertise from prior learning experience, as well as its good relationship (guanxi) with the state, is of great importance in securing good M&A deals and positive outcomes from integration with the former state-owned enterprises (SOEs). / It is hoped that the study has provided a framework for understanding why certain mergers and acquisitions fail in China and how that can be improved. In essence, this research has made a contribution to knowledge about the theory and practice of M&A in the China context as its findings were based on the input of ten top pharmaceutical executives and their senior staff. Due to the sharp increase in mergers and acquisitions in China, the study will help to shed light for future studies that will benefit academics and practitioners alike. Moreover, the study has also demonstrated good opportunities for conducting case study research through interviews in Chinese companies today. / Thesis (DBA(DoctorateofBusinessAdministration))--University of South Australia, 2005

Dissertation (Ph.D.)--Auburn University, 2006. / Abstract. Vita. Includes bibliographic references.

Zugl.: Witten,Herdecke, Univ., Diss., 2006 u.d.T.: Wübben, Bernd: German cross-border mergers and acquisitions in the United States. / Also available in print.

Univ., Diss., 2006 u.d.T.: Wübben, Bernd: German cross-border mergers and acquisitions in the United States--Witten,Herdecke

Zugl.: Bonn, Univ., Diss., 2006 / Includes bibliographical references (p. [289]-304) and index.

Zugl.: Witten, Herdecke, University, Diss., 2006 u.d.T.: Wubben, Bernd: German cross-border mergers and acquisitions in the United States. / Description based on print version record.