Mergers and acquisitions (M&As) of private target firms is a common phenomenon and being acquired is the desired outcome for some private firms, as it is the path to wealth creation for these firm’s owners and investors. However, this M&A type has received limited attention in the literature, especially from the perspective of the target firm. Furthermore, neither a theoretical model to explain the phenomenon where the goal of the target firm is to be acquired in M&A, nor an indicator to gauge wealth creation for such firms were identified in the review of the literature. This paper established that, because being acquired in a M&A may be the goal, the wealth generated from the M&A is the outcome or performance indicator for such firms. The outcomes of M&As depend, among other factors, on the acquiring firm’s perception of the target firm’s value. Thus, this paper coined the term ‘private firm’s attractiveness as an acquisition target’, and built on the resource based view of the firm and signaling theory to identify factors that influence a private firm’s attractiveness to acquirers. Furthermore, private firm’s attractiveness as an acquisition target was used as the bridge between the acquiring firm perspective and target firm perspective in a M&A. The resource-based view of the firm and the signaling theory were used jointly in building the theoretical framework for hypotheses development. Hypotheses were tested using a sample of 222 acquisitions of US private target firms by US public acquiring firms. Hierarchical regression with inverse mills ratio, as well as two-step Heckman model were used to address the potential selection hazard. Results provided strong support for most hypotheses, and showed that investor involvement, target firm’s industry innovativeness, and target firm’s emphasis on growth in human capital were positively related to the private firm’s attractiveness as an acquisition target. Furthermore, the effects of emphasis on growth in human capital were stronger when the target firm’s growth in revenue was lower and when the target firm operated in a more innovative industry. The effects of emphasis on growth in revenue were stronger when the target firm operated in a less innovative industry. / Includes bibliography. / Dissertation (Ph.D.)--Florida Atlantic University, 2018. / FAU Electronic Theses and Dissertations Collection

acase@tulane.edu / Despite the recent advocates for lengthening executive compensation duration to curb short-termism and promote long-term value creation, there is no study investigating whether long pay duration induces better investment decisions in the long run. Using a comprehensive measure of compensation duration, we find that CEOs with long pay duration are more likely to engage in large acquisitions. These acquisitions receive a significantly worse market reaction, and experience lower post-acquisition abnormal operating and stock performance compared with deals conducted by CEOs with short pay duration. Further analysis suggests that negative association between compensation duration and acquisition performance is driven by the use of time-vesting compensation plan. Duration of performance-vesting plans has no significant effect on M&A performance. Lastly, we find that CEOs are likely to engage in more risk-decreasing M&As, as long pay duration plans impose a higher firm risk to executives. The results highlight the complex nature of compensation duration and suggest that focusing on one dimension of compensation design is insufficient to create long-term shareholder value. / 1 / Qi-Yuan Peng

Frequent acquisition activities in high-technology industries are due to the intense competition, driven by short product life cycles, more complex products/services and prevalent network effects. This dissertation theoretically analyzes the circumstances leading to technology-driven acquisitions and empirically tests these within a clearly defined market scenario. / Die zahlreichen Unternehmensakquisitionen in Hochtechnologiebranchen sind einem intensiven Wettbewerb geschuldet, der durch immer kürzere Produktlebenszyklen, komplexere Produktdesigns und extreme Netzwerkeffekte geprägt ist. Die vorliegende Forschungsarbeit hat zum Ziel, die genauen Umstände, die zu technologiegetriebenen Akquisitionen führen, in Form von relevanten erklärenden Einflussfaktoren theoretisch herzuleiten und empirisch zu untersuchen.

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I examine the market reaction to merger announcements and the long-term post-merger stock price performance of newly merged firms. For a sample of 484 acquiring firms completing mergers between 1993 and 2000, the average value-weighted abnormal announcement date return (market-adjusted) is a statistically significant -1.02%. On average, this reaction is more negative for firms with "good governance." Specifically, a governance index comprised of three governance variables is significantly negative in a multivariate regression of announcement date abnormal returns. Comp is the percentage of CEO salary consisting of equity incentives (including stock options and restricted stock grants), InsideOwn is the percentage of the firm owned by officers and directors, and InstOwn is the percentage of the firm owned by large outside block shareholders. Value-weighted calendar-time portfolios consisting of the full sample of acquirers exhibit significant abnormal returns of 9.12%, 33.84% and 55.8% for the 12, 36 and 60 months following the merger, respectively. This overperformance is limited to the value-weighted portfolios. There is calendar-time evidence of abnormal performance for some subsamples on a risk adjusted basis. However, when compared to a control group, abnormal performance is limited to large glamour acquirers on a 12-month horizon, large cash acquirers on a 36 and 60-month horizon, and small focusing acquirers on a 60-month horizon. Multivariate analysis of long-run returns reveals that use of equity and corporate diversification are associated with lower post-merger performance. With regard to governance and long-run stock returns, there is also evidence that suggests higher levels of incentive compensation for CEOs is associated with more successful merger transactions for long-term investors.

Syftet med den här magisteruppsatsen är att undersöka hur tillkännagivandet av företags-förvärv påverkar aktieavkastningen på ett uppköpande bolaget. Testet är begränsat till före-tag som enbart är listade på Stockholmsbörsen under perioden 1996 till 2005. För att testa onormal avkastning användes marknads modellen. Resultatet visade att tillkännagivandet av företagsförvärv har en signifikant effekt på avkastningen för aktien för det bolag som ska förvärva. Majoriteten av uppköpande bolag upplevde en negativ onormal avkastning under test perioden (100 dagar före tillkännagivandet och 100 dagar efter). / The purpose of this master’s thesis is to examine the effect a corporate takeover an-nouncement has on share prices for acquiring companies. The test will only involve com-panies listed on the Stockholm Stock Exchange during the period 1996 to 2005. To test the effect an announcement has, abnormal return for a period before and after the takeover announcement was calculated. The findings from the testing showed that takeover an-nouncements have a significantly impact on shareholder return. The majority of acquirers in the sample had negative average abnormal returns during the event period (100 days prior to the announcement and 100 day after).

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Background Synergies or rather the absence of synergies has been blamed for many failures in regards to mergers and acquisitions. Still, there are companies using mergers and acquisitions as a natural part of their growth strategy, indicating that these organizations manage to handle synergies efficiently. Purpose The purpose of this study is to analyze synergies in regards to mergers and acquisitions in technical trading companies to learn about success factors. Method Because of synergies’ complexity this study has used a qualitative approach. The empirical findings have been compiled by semi-conducted interviews with company representatives from the organizations regarded in the study. Conclusion The conclusion points at several success factors in regards to synergies and mergers and acquisitions. However, the three most important were found to be; the entrepreneurship and human capital, the corporate head’s knowledge, the experience and selection capability and the inclusion of acquisitions (developed from the urge for growth) in their business models.

Recent years, global steel industry has become oversupply caused by economic recession of the world, and lots of steel makers suffered serious deficit. In order to improve the business performance or create the conglomerate synergy, many decisions of mergers and acquisitions rose all around the world. It happened seldom for Taiwan¡¦s small and medium-sized enterprises to adopt the strategy of mergers and acquisitions. However, due to globalization, deregulation, and operating capital accumulation in Taiwan¡¦s business, it becomes a strategy of fast-growth for enterprises to adopt mergers and acquisitions. Unfortunately, very few cases of mergers and acquisitions are adopted in Taiwan¡¦s steel industry except China Steel Co., Ltd (CSC). On the other hand, it may be an opportunity for Taiwan steel industry to improve its structure, to reinforce its management constitution, to create production synergy, to pursuit quick growth, and to build its competitive advantages by the strategy of mergers and acquisitions since there is a great demand of steel for Mainland China market. The research uses the method of case study and deduces to a generalized model of enterprise¡¦s mergers and acquisitions theoretically, and induces with individual facts to analyze the secondary data of steel industry and the interview data of case with exploratory qualitative research. The case study of CSC merging Yieh Loong enterprise tries to find the strategic goal, motives, and have a further exploration about the execution process of mergers and acquisitions, the discussions which manage the performance, such as raw materials, marketing, financial affairs and human resources after merging, in order to analyze the reasons of its success or failure, and build to construct out the management style that the suitable steel industry merges. This research tries to build the steel industry's optimum model of mergers and acquisitions, and propose that the global steel industry is under the trend of the regional economic and trade integration, causing the globalization overall arrangement management tactics. The best market-Mainland China that has become Taiwan and global steel industry carried on the alliance or merged in addition. The case that China Steel Co. merged Yieh Loong Enterprise can be a good example for Taiwan steel manufacturers to carry on the growth strategy that maintain its internal competencies and resist foreign aggression.