Leadership Strategies for Improving Mergers and Acquisitions Performance
Mergers and acquisitions (M&A) are a critical process business leaders use to increase profitability and grow their business. Still, the majority of M&As fail to deliver the expected value to the acquirers. Grounded in Sarasvathy's effectuation theory, the purpose of this single case st...
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| Format: | Others |
| Language: | en |
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ScholarWorks
2020
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| Online Access: | https://scholarworks.waldenu.edu/dissertations/7963 https://scholarworks.waldenu.edu/cgi/viewcontent.cgi?article=9235&context=dissertations |
| Summary: | Mergers and acquisitions (M&A) are a critical process business leaders use to increase profitability and grow their business. Still, the majority of M&As fail to deliver the expected value to the acquirers. Grounded in Sarasvathy's effectuation theory, the purpose of this single case study was to explore strategies to conduct successful M&A processes. The participants were 8 individuals from a global healthcare company who acted as the company's presidents and had experience conducting M&As. Data were collected using semistructured interviews and a review of company documents. Data were analyzed using thematic analysis. The following themes emerged: leadership focus, value creation, integration strategy, the review process, relationship development, and organizational governance. The implications for positive social change include the potential to improve communities, create stability in the healthcare industry, and improve health outcomes, well-being, longevity, and the quality of life for individuals who consume healthcare products. |
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