Mergers and acquisitions are one of the cornerstones of firm growth, and have attracted considerable attention from the scholarly research community in the last three decades. Several studies have concluded that M&A transactions do not result in better performance, and can even erode the
acquiring firm's shareholder value to produce highly volatile market returns. Others have identified reasons for such inefficiencies. However, very little attention has been given to business evaluation process as an influencing factor. This thirtieth volume in the acclaimed International Business
& Management series investigates how the processes involved in the evaluation of a target firm influence the outcome of M&As. Co-authored by international business expert Pervez Ghauri, it highlights the processes that should be followed to evaluate potential acquisition targets, and how a
proper evaluation can influence the M&A performance. It encourages greater reliance on the strength and independence of the business evaluation process, and brings clarity in understanding the relationship between different components of business evaluation.
This research volume in honour of the late Daniel Van Den Bulcke, one of the founding fathers of the European Business Academy (EIBA) and a core institution builder of the Academy of International Business (AIB), focuses on conceptual innovations in assessing the impact of institutions on
multinational enterprise (MNE) strategies.
Laszlo Tihanyi, Timothy M. Devinney, Torben Pedersen, Markus Venzin
The organizational design of the Multinational Corporation (MNC) was a vibrant area of research in the field of International Business and Management during the 1970-1990's. However, since then this research has largely faded from our scholarship. This volume of AIM is designed to spark new life
into the research on the organizational design of the MNC. The world - and environmental forces - has changed substantially in the last decades placing new constrains on the MNCs. External shocks have increased and MNCs need to learn how to live with this increased market volatility. Integrating
value chains makes MNCs more efficient but also vulnerable. The relentless forces of competition and globalization are forcing MNCs to divide their activities and reach for foreign inputs, markets and partners. By dividing their value chain into discrete pieces -- - some to be performed in-house,
while others are outsourced to partner organizations -- - MNCs hope to reduce overall costs and risks, while also reaping the benefits of ideas from contractors or alliance partners worldwide. These challenges call for new research on the organizational design of the MNC. It is our intention with
this AIM volume to motivate new research on the proper organizational design mechanisms of MNCs as of today.
Slowly but steadily, the geographic centre of business gravity is moving eastwards. Emerging economies are proving promising business markets with large populations that have strong future purchasing power. The youthful human capital provides potential opportunities for innovation. The MENA region
is strategically placed at the hub between East and West. As the developed West and the developing East collide, the challenges and opportunities that arise bring a rich variety of perspectives of innovative solutions to business dilemmas. This set of cases in our 4th volume explores why and how
some successful Indian entrepreneurs have relocated themselves to the UAE. It traces their entrepreneurial stories. Two cases are from the healthcare industry: Dr. B.R. Shetty is the founder of NMC Healthcare, UAE Exchange and Neo Pharma. Dr Azad Moopen is the founder of Aster DM Healthcare. This
case traces the story of Yogesh Mehta who moved from Mumbai, Maharashtra to begin Petrochem Middle East.The book also documents the stories of a few women entrepreneurs, including Uma Ghosh Deshpande who carved a career for herself in the competitive UAE media production industry, and the Karla
sisters who are on a quest to make the world disability friendly.