ideology to which members differ‚ as well as the strategic choices made by the organisation as a whole” (Eldridge and Crombie‚ 1974 p. 89). The cultural aspect within most mergers and acquisitions has been an area that has been overlooked. There has been estimations and evidence that the failure rate for Mergers and Acquisitions is greater that 50%‚ and this evidence also suggests that a lack of understanding towards the human capital as the primary source of failure (Deogun and Lipin‚ 1999; Ho‚ 2000;
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Amor‚ D.‚ “The E-business (R)Evolution” ‚ New Jersey‚ Prentice Hall PTR 8. Atkins‚D.et.al. “Internet Security: Professional Reference”‚ Indianapolis‚ New Riders‚ 1996. 9. Arunachalam‚ L. and Sivasubramanian‚ M. (2007) ‘The future of Internet Banking in India’‚Academic Open Internet Journal‚ Vol. 20. www.acadjournal.com 10. Ahuja K‚ Gwal A and Singh M (2006)‚ “Credit Cards in Indore: A Consumer Perception”‚ Strategies of Winning Organizations‚ Ed. By Upinder Dhar‚ Dhar S and Chauhan V S‚ Excell
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in acquisitions and mergers In recent years‚ acquisition and merger activities have boomed as result of improvement in economy and corporate earning. Along with the growing acquisitions and mergers‚ the risk of earnings manipulation and fraud embedded in related complicated transactions has also increased. From past experiences‚ three most common areas that have high risk of earnings management are research and development expenditure‚ restructuring costs and goodwill. During acquisition‚ companies
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Disaster Recovery Planning in Banking Sector Introduction On September 11‚ 2001‚ the terrorist attack destroyed the World Trade Center in New York‚ which was the most highly concentrated financial area. This attack not only destroyed the twin towers‚ but also ruined the financial system. Banks located in the World Trade Center went through an unprecedented disaster. The company’s back-up facilities which were too close to the primary facilities were disrupted as the primary facilities. Single
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REDUNDANCIES IN POST MERGER AND ACQUISITION SCENARIO (SERVICE SECTOR)” ASSIGNMENT TOPIC 1 TABLE OF CONTENTS 1. ABSTRACT 2. INTRODUCTION 3. MOTIVATION 4. RATIONALE 5. LITERATURE REVIEW 6. RESEARCH METHODOLOGY 7. FURTHER EVOLUTION 8. CONCLUSION 9. REFERENCES AND BIBLIOGRAPHIES Page NO 3 4 6 9 12 19 19 22 22 2 1. ABSTRACT This report introduces a practical model of training and development needs assessment to reduce redundancies stress on employees after merger and acquisition. The proposed
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The Indian M & A market is far from mature ; IPOs are a better bet for most industries ‘The only constant is change.’ This adage holds very well in the corporate sector. Yes‚ it is true that Indian market is in nascent stage and from decades‚ the rule followed in the business is to grow or die. Companies that do not grow tend to stagnate and destroy the shareholders fund. The need of the hour is either going for public or opt for some strategic M&A. Going public for a company is changing from
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Content I Introduction 3 II Findings 4 2.1 An overview of the UK Financial Regulatory Environment 4 2.1.1 The HM Treasury 4 2.1.2 The Bank of England 4 2.1.3 Financial Service Authority 4 2.1.4 The changes of Financial Services Authority 5 2.1.5 Supervision structures of EU 5 2.2 Date description 6 2.2.1 Total equity-to-asset ratio 6 2.2.2 Tier 1 capital ratio 7 2.2.3 Total loans-to-deposits ratio 8 2.2.4 Cash ratio 9 2.2.5 The ratio of cash balances at the central bank
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Joint Ventures‚ Strategic Alliances‚ Collaborations and Merger and Acquisitions Questions | Q1. Why is a Joint Venture (JV) preferable to more general collaboration form of the Strategic Alliance? Q2. What are the relative merits and weaknesses of JVs and SAs? Q3. Why would company seek M&A as a market entry strategy? What are the advantages and disadvantages of M&A? why might a merger fail and what might be the outcome? Q4. What are the relative merits/ disadvantages of JVs‚ SAs‚ and
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implementing a new strategic vision); and third-order change‚ implying acute alterations to or replacement of existing shared schemas (e.g.‚ during traumatic events like bankruptcies or radical changes such as mergers and acquisitions) (p. 397). One of the most profound changes occurs with Merger and Acquisition (M&A) that requires significant organizational change. Organizational change involved in M&A has become larger in scale and longer in transition period than any other types of organizational
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Table of Contents Introduction……………………………………………………………………………………………………………………………………………2 Main objectives of study………………………………………………………………………………………………………………………………………..2 Overview of the Banking Sector3 Competitive Advantage………………………………………………………………………………………………………………………….. 4 Michael Porter: Guru of Competitive Advantage…………………………………………………………………..……............................... 4 How do banks benefit from competitive advantage………………………………………………………………………………..8 Company Profile – Mauritius Commercial
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