Mergers continue to increase globally. Leaders have a critical role in the success of those mergers based on the practices that they employ during this change phenomenon. This study examines leadership practices within a financial organization during a merger and explores how these practices influence the merger. This study also identifies challenges faced by organizations during the merger process. During this qualitative study, interviews were conducted with 17 leaders to understand what leaders do in times of mergers. Through their stories, they identified leadership practices and described how these practices influenced the merger process. Seven leadership themes emerged from the data including: (a) Providing Strategic Vision, (b) Utilizing Effective Communication, (c) Creating a Positive Organizational Culture, (d) Commitment to Fairness, (e) Effective Negotiation and Conflict Resolution, (f) Problem Solving and Decision Making, and (g) Managing Change and the Unknown. The interviews also provided insights into some of the challenges faced by organizations before, during, and after a merger. A conceptual model grounded in theory helped guide the study. Although the body of literature regarding mergers continues to grow, there has been limited examination about the influence of leadership practices before, during, and after a merger. This study adds to the research literature in two ways. First, it has made a new contribution as academic research dealing with financial institutions and specifically the co-operative movement. Secondly, this study also builds on some of the scholarly work related to the leadership practices as they relate to creating a vision, creating a positive culture, effective communication, commitment to fairness, problem solving and decision making, effective negotiation, and managing change.

Mergers continue to increase globally. Leaders have a critical role in the success of those mergers based on the practices that they employ during this change phenomenon. This study examines leadership practices within a financial organization during a merger and explores how these practices influence the merger. This study also identifies challenges faced by organizations during the merger process. During this qualitative study, interviews were conducted with 17 leaders to understand what leaders do in times of mergers. Through their stories, they identified leadership practices and described how these practices influenced the merger process. Seven leadership themes emerged from the data including: (a) Providing Strategic Vision, (b) Utilizing Effective Communication, (c) Creating a Positive Organizational Culture, (d) Commitment to Fairness, (e) Effective Negotiation and Conflict Resolution, (f) Problem Solving and Decision Making, and (g) Managing Change and the Unknown. The interviews also provided insights into some of the challenges faced by organizations before, during, and after a merger. A conceptual model grounded in theory helped guide the study. Although the body of literature regarding mergers continues to grow, there has been limited examination about the influence of leadership practices before, during, and after a merger. This study adds to the research literature in two ways. First, it has made a new contribution as academic research dealing with financial institutions and specifically the co-operative movement. Secondly, this study also builds on some of the scholarly work related to the leadership practices as they relate to creating a vision, creating a positive culture, effective communication, commitment to fairness, problem solving and decision making, effective negotiation, and managing change.

Why the enterprises take the M&A? In order to Some company in order to raise the rate of market share, enter the new market, get new technologies, channel to promote, increase competition and get synergy, they use M&A to achieve these goals. But, M&A is always the best way? This study adapts case study to analyze practical proceeding by collecting information and discussing with target companies, than combine to research construction and conclude with the relations of the motivations, strategies of M&A. The results show that the enterprise growth through M&A and the motivations of M&A relationship with the performance.

Abstract In order to increasing competitiveness, one of the most important trends is popularity of merges among Taiwanese firms. Many possible merges, however, were terminated before realization. This study finds that the completion rate is only about one fifth for all merging cases. This study compares four cases to understand reasons why corporations terminate merges before completing the merging processes. The four cases are ¡§Sampo and TECO¡¨, ¡§Twinhead and Uniwill¡¨, ¡§Yuen Foong Yu and Chung Hwa Pulp¡¨, and ¡§First Commerical Bank, Ta An Bank and Pan Asia Bank.¡¨ Collecting and analyzing data and reports from printed medias, this research finds that pursuing economy of scale and increasing market power are two most important motivations for corporate merges. There are seven important reasons for merge terminations: Intention of major shareholders, Share swap proportion, Management right, Opposition from employees, Regulations, Government intervention, and Politicians¡¦ influences.

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Thesis (Ph. D.)--University of Texas at Austin, 2002. / Vita. Includes bibliographical references. Available also from UMI Company.

The aim of this thesis is to compile a glossary of technical terms relevant to stock exchange mergers and alliances. Since technical communication can only be described meaningfully in the context of technical information, technical knowledge, and terminology, judgmental analysis will be applied to the literature on stock exchange mergers and alliances to identify management theories that are able to explain stock exchange mergers and alliances. One aim is to find out which general theories on mergers and alliances have a high explanatory value for stock exchange cooperation. In the first part of the thesis, the stock exchange world is examined. First a general overview of the theory of corporate growth is given next the changes in the environment of stock exchanges are examined. In the analytical part, fourteen general management theories are applied to stock exchange cooperation. The criteria used to identify the explanatory value of the different theories are the critical success factors of stock exchanges identified in the first part of the thesis. A point system is introduced in order to make the results of the analysis of the different theories more comparable. The final part of the paper consists of an English-German glossary containing the relevant technical terms of stock exchange mergers and alliances. (author's abstract)

This article reports the findings of an investigation into merger experiences of several libraries of colleges of higher education in Flanders. The purpose of the study was to gain first hand knowledge from institutions who recently merged; especially, what best practices to follow and what to avoid. Data was gathered with a mail questionnaire and followed by personal interviews with the heads of the selected libraries concerned. The article includes topics such as the composition and tasks of merger task teams, most difficult issues in the planning phase, the role of consultants, how progress is monitored and communicated, dealing with different organisational cultures, decisions that have an impact on merger outcomes, appointment of a post-merger library head, duration of a merger, do’s and don’ts, outcomes of library mergers, and challenges of library mergers. It is concluded with a list of lessons that other libraries can learn from the Flemish experience and indicates whether a particular lesson is supported by the merger literature or not.

Submitted in fulfilment for the requirements for the degree of Doctor of Technology: Human Resource Management, Durban University of Technology, 2010. / Since the advent of democracy in 1994, South African society has been undergoing a rapid transformation. By the time the second democratic elections had come around, the focus had turned to transforming and restructuring the higher education sector. Mergers became an instrument in the hands of the Government to restructure and configure the higher education landscape. Mergers are not new and have been used by many countries to transform or restructure their higher education sector. However, comparison with higher education mergers in other countries would point to the most ambitious change programme ever undertaken in recent times, especially given the large scale of mergers and incorporations that were planned for the South African higher education sector. The Durban University of Technology merger which took place in 2002 preceded the main wave of the Government decreed mergers that took place in 2004 and in 2005. This thesis focuses on contributing to the knowledge of higher education mergers by investigating higher education mergers in South Africa from a micro as well as macro perspective. At a micro level the study undertaken is a case study of the Durban University of Technology (DUT), the first merged higher institution in the country, while from a macro perspective, an examination into the impact that mergers have had on the transformation of the higher education sector. This second part has been undertaken through a perception survey of staff at merged institutions. The emphasis is on providing a detailed analysis of DUT merger in terms of its problems, pitfalls and peculiarities. It covers an examination of the processes, procedures, practices and trials and tribulations when two or more higher education institutions merge. This study is guided by two central research questions. The first is: What can be learned about higher education mergers as examined through the Durban University of Technology (DUT) case study? The second question, whether higher education mergers have been successful or otherwise in South Africa? In particular this question seeks to elicit whether the broader goals and objectives of higher education transformation have been or are being achieved or accomplished through mergers in the sector. The literature review emphasized a conceptual understanding of higher education mergers, merger processes and steps. The review also touches on the limitations and gaps in higher education literature when examined from a iv South African perspective. In particular a detailed study of the South African merger policy development was undertaken. The DUT merger experience allows one to draw a distinction between what is termed the technical merger issues and the soft issues. Technical aspects of a merger would simply be those aspects that have to be done to ensure the physical merger of two or more institutions. In a sense it is the soft issues which shape the merger process. These soft issues largely relate to people, the consultation with stakeholders, the negotiations and the cultural dimensions. Despite the assumption that voluntary mergers are generally easier to negotiate and execute because of the perceived greater involvement of stakeholders, the DUT case provides no evidence to support this position. If anything, the DUT merger although voluntary was at best difficult and beset with people and human relations problems. The findings from the case study point to the following: Government initiated mergers (forced mergers) are less likely to failure because of a greater national agenda; that an all new embracing style of leadership is needed when institutions undergo great changes such as through a merger; that where trade unions exist they will become powerful forces if people management issues are neglected or dealt with poorly during the merger. A genuinely co-operative and consultative process is the way to go; that to overcome past cultural differences a new cultural identity must be established early in the merger by sharing the new vision and mission of the new entity; that mergers could be understood and managed in three distinct phases, which are, the pre-merger phase, the integration phase and the consolidation phase. Equally there are a number of merger steps. By reviewing the processes, procedures and practices of the DUT merger, a model has been developed to understand how mergers take place. In respect of the perception survey of merged institutions, respondents saw some benefits accrue to the academic goals and there were some efficiency gains. More students came into the higher education system. Not many were complementary about their state of physical resources including teaching and learning facilities. Some even felt that teaching and learning were set back during the merger period and this is backed up by key statistics for example like pass rates and dropout rates. Given the difficulty with the softer issues in mergers, much of the blame seems to have been directed at Management and Leadership. Nearly 50% of respondents felt that mergers did not result in high quality Management, while a slightly lower percentage of 42% thought that v mergers did not help establish high quality Councils. Many thought that their governance structures and systems were also weakened. Mergers are complex and it invariably affects the entire institution. It requires careful planning and preparation, inclusivity and a developmental approach to mergers. It also requires effective leaders to manage change of such magnitude. These are the ingredients to ensuring successful higher education mergers.

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