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Commentary: Success and Failure of Mergers and Acquisitions
Articles and Chapters
  • Linda Canina, Cornell University School of Hotel Administration
  • Jin-Young Kim, Kyunghee University
Publication Date
1-1-2010
Abstract

Mergers and acquisitions (M&As) are strategic actions that are on the minds of many managers because they claim that M&As are value enhancing through a variety of sources, such as economies of scale and/or scope from the combined organization and the elimination of poor managerial practice. Regardless of the justification, managers argue that the result of M&As is greater efficiency and, ultimately, an increase in value for the acquiring company. The empirical evidence does not uniformly support managers’ claims. In fact, an abundance of empirical research has examined the performance of acquirers across all industries and in general has failed to find consistent evidence of improvements in value after the acquisition. However, some M&As are value enhancing. For example, the limited empirical evidence in the lodging industry shows that M&As are successful on average (Yang, Qu, & Kim, 2009; also see Chapter 43).

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Required Publisher Statement
© SAGE. Final version published as: Canina, L., & Kim, J-Y. (2010). Commentary: Success and failure of mergers and acquisitions. In C. Enz (Ed.), The Cornell School of Hotel Administration handbook of applied hospitality strategy (pp. 655-671). Los Angeles, CA: SAGE Publishing. Reprinted with permission. All rights reserved.

Citation Information

Canina, L., & Kim, J-Y. (2010). Commentary: Success and failure of mergers and acquisitions [Electronic version]. Retrieved [insert date], from Cornell University, School of Hotel Administration site: http://scholarship.sha.cornell.edu/articles/955