Purpose: The purpose of this study is to examine whether the awareness of social- and environmental factors could be beneficial within M&A transactions in such that companies tend to obtain a higher success in such transactions if they are aware of these factors. The study also examines whether the actual return by the event date strikes higher for the social- and environmental aware companies than the unaware companies, where the event date is when the M&A transaction was due. Method: The authors have chosen to use two different methods; the Event Study- and Panel Study methods. The event window consists of five days before- and five days after the due date of the M&A, which makes it a total of 11 days. The estimation window is based on the 30 days before the event window and is examined in order to obtain an expected return of which is not affected by the event. The sample is based on international, Swedish companies which has undergone a M&A with a non- Swedish company, and is connected to the UN’s initiative Global Compact. Theory: The authors have chosen to apply the Efficient Market Hypothesis and besides that, a developed model based on a current one, the Merger Management Model. The difference between the models is that the Merger Management Model is based on tangible factors whereas the developed model, Social and Environmental Merger Management Model, is based on intangible factors. The chapter starts with the Efficient Market Hypothesis and then continues with the Merger Management Model and an explanation of the social- and environmental factors. The chapter ends with an explanation of the factors’ impact on companies and culminates onto the developed model. Conclusion: The outcome shows that companies of which are aware of social- and environmental risks, have incentives to a higher success rate in M&A transactions than companies that are unaware of these risks. The results of the hypothesis test made in this study strengthens the conclusion since the outcome of the p-value almost reached 64 percent, which means that there most likely is a correlation between the companies’ awareness of the social- and environmental factors and their success in M&A transactions.

Made available in DSpace on 2015-03-05T19:15:17Z (GMT). No. of bitstreams: 0 Previous issue date: 26 / Nenhuma / O objetivo deste estudo é contribuir com a mensuração de custos intangíveis. Inicialmente, fez-se uma revisão da literatura sobre Estratégia, Ativos Intangíveis, Fatores Intangíveis, Custos Intangíveis, Custeio ABC e matriz de relação. Na sequência, detalhou-se o modelo proposto por Diehl (1997) para a mensuração de custos intangíveis e acrescentou-se a priorização dos fatores intangíveis por meio de técnicas qualitativas como a entrevista não estruturada e a matriz de priorização a partir da seleção dos atributos constantes na estratégia empresarial comparados com os fatores intangíveis mais citados pelos gestores. Tal modelo foi aplicado na empresa de Trens Urbanos de Porto Alegre (Trensurb S/A). O período para análise dos custos intangíveis foi de novembro de 2007 a outubro de 2008, em razão de ser o período cujo sistema interno de custeio encontrava-se completo e fidedigno aos dados contábeis. Com a priorização do fator intangível imagem empresarial, foi possível mensurar o que foi gasto para manter esse / Present research subject is measuring intangible costs. First of all, it was done a literature revision on Strategy, Intangible Assets, Intangible Factors, Intangible Costs, ABC Costing and relation matrix. On sequence, it is detailed model proposed by Diehl (1997) for intangible cost measurement. It is added intangible factor preference qualitative techniques as per non-structured interview and preference matrix from attributes selection regarding management strategy, compared with the most intangible factors quoted by management. Such model was applied at Porto Alegre’s Trens Urbanos company - Trensurb S/A. Intangible costs analysis period was from November, 2007 to October 2008 when costing internal system is complete and reliable with accounting data. From the intangible factor selection “company image”, it was possible measuring how much was spend to maintain such intangible factor on the last twelve months at the organization. Since methodology applying it was verified its applicability, over all on org