Received: by alpheratz.cpm.aca.mmu.ac.uk id KAA14395 (8.6.9/5.3[ref pg@gmsl.co.uk] for cpm.aca.mmu.ac.uk from b.edmonds@mmu.ac.uk); Thu, 27 Sep 2001 10:35:13 +0100 Message-ID: <3BB2F22D.121F95FE@mmu.ac.uk> Date: Thu, 27 Sep 2001 10:32:29 +0100 From: Bruce Edmonds <b.edmonds@mmu.ac.uk> Organization: Centre for Policy Modelling X-Mailer: Mozilla 4.78 [en] (WinNT; U) X-Accept-Language: en To: JOM announcements list <jom-emit-ann@mmu.ac.uk> Subject: JoM-EMIT: new paper "Mergers & Takeovers: a memetic approach" by Vos & Kelleher Content-Type: text/plain; charset=us-ascii Content-Transfer-Encoding: 7bit Sender: b.edmonds@mmu.ac.uk Precedence: bulk Reply-To: JOM-EMIT@sepa.tudelft.nl
                      Mergers and Takeovers: A
                        Memetic Approach
                     Ed Vos and Ben Kelleher
           University of Waikato, Department of Finance
  
Abstract
    This paper constructively diagnoses problems within the
    current merger & acquisition (M&A) theories and provides
    an alternative theory of corporate behaviour. We contend
    that humans are the hosts for a replicating entity known as
    `memes'. Since finance based motivational studies on M&A
    activities have not established that this activity `adds value'
    to the acquiring firm, it is our thesis that certain managers
    gain power through mergers and acquisitions. Thus, M&A
    from the point of view of the acquiring firm can be seen as
    driving the evolution of ideas, shaping the flow of
    technology, information, and tastes rather than as `value
    adding'. In simple terms, managers (the meme holders) use
    mergers and acquisitions to enhance their power, and in
    gaining this power managers unconsciously provide an
    improved medium through which their memetic `stories'
    may be replicated. 
    The paper first introduces popular theories surrounding
    M&As, the motivation for M&A is developed further in an
    examination of the need for managerial power, we then
    discuss how this power struggle relates to the `battlefield' of
    corporate asset allocation allowing `stories' to be told and
    replicated, and finally we ask questions and develop
    hypotheses that provide direction for future research.
Available at:
http://www.cpm.mmu.ac.uk/jom-emit/2001/vol5/vos_e&kelleher_b.html
This archive was generated by hypermail 2b29 : Thu Sep 27 2001 - 10:40:18 BST