The Resource The secret of successful acquisitions : abandoning the myth of board influence, Farsam Farschtschian

The secret of successful acquisitions : abandoning the myth of board influence, Farsam Farschtschian

Label
The secret of successful acquisitions : abandoning the myth of board influence
Title
The secret of successful acquisitions
Title remainder
abandoning the myth of board influence
Statement of responsibility
Farsam Farschtschian
Creator
Subject
Language
eng
Cataloging source
BTCTA
http://library.link/vocab/creatorName
Farschtschian, Farsam
Illustrations
illustrations
Index
index present
LC call number
HD2746.5
LC item number
.F37 2011
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/subjectName
  • Consolidation and merger of corporations
  • Corporate governance
  • Directors of corporations
Label
The secret of successful acquisitions : abandoning the myth of board influence, Farsam Farschtschian
Instantiates
Publication
Bibliography note
Includes bibliographical references (p. [165]-176) and index
Contents
  • Two Polar Opposite Key Case Studies: an Introduction
  • 2.
  • Key Facts of Corporate Governance
  • 2.1.
  • Introduction to Corporate Governance
  • 2.2.
  • Agency Perspective
  • 2.3.
  • Whose Interests Are Served?
  • 2.4.
  • Machine generated contents note:
  • Third Approach
  • 2.5.
  • Boards of Directors Come into Play
  • 3.
  • Key Facts of M&A
  • 3.1.
  • Developments in M&A Analysis
  • 3.2.
  • Approaches to Acquisition Success
  • 3.3.
  • 1.
  • Normative Approach to M&A: Peter Drucker's Acquisition Success Factors
  • 4.
  • Prime Examples of Good and Bad Acquisition Management
  • 4.1.
  • Board Management Background of the Case Studies
  • 4.2.
  • Important Background Information about the Case Studies
  • 4.3.
  • Remarks about the Period of Focus in the Two Case Studies: the Era of Chairmen During the Period of Acquisitions
  • 4.4.
  • From Abandoning the Myth to the Required >>Leadership Environment<<
  • Best Case Scenario: Nestle
  • 4.5.
  • Worst Case Scenario: Swissair
  • 5.
  • Lessons Learned About an Optimal >>Leadership Environment<<
  • 5.1.
  • Comparing Nestle and Swissair Acquisitions Using Drucker's Framework
  • 5.2.
  • Creating an Environment that Enables the Acquisition Principles to be Successfully Implemented: A Comparative Analysis of the Case Study Boards
  • 6.
  • 1.1.
  • Twelve Best Practice Recommendations for Boards
  • 6.1.
  • Creation of a >>Leadership Environment<< Which Enables the Acquisitions Principles to be Fulfilled
  • 6.2.
  • Dynamic Board-Management Relationship
  • 6.3.
  • Summary
  • 7.
  • Conclusion
  • 7.1.
  • Abandoning the Myth
  • Outlook: The Changing Nature of M&A
  • 7.2.
  • Current Corporate Governance and Future Challenges
  • 1.2.
  • Required >>Leadership Environment<<
  • 1.3.
Dimensions
22 cm.
Extent
182 p.
Isbn
9783593394381
Other physical details
ill.
System control number
  • (CaMWU)u2423065-01umb_inst
  • 2435017
  • (Sirsi) i9783593394381
  • (OCoLC)711050679
Label
The secret of successful acquisitions : abandoning the myth of board influence, Farsam Farschtschian
Publication
Bibliography note
Includes bibliographical references (p. [165]-176) and index
Contents
  • Two Polar Opposite Key Case Studies: an Introduction
  • 2.
  • Key Facts of Corporate Governance
  • 2.1.
  • Introduction to Corporate Governance
  • 2.2.
  • Agency Perspective
  • 2.3.
  • Whose Interests Are Served?
  • 2.4.
  • Machine generated contents note:
  • Third Approach
  • 2.5.
  • Boards of Directors Come into Play
  • 3.
  • Key Facts of M&A
  • 3.1.
  • Developments in M&A Analysis
  • 3.2.
  • Approaches to Acquisition Success
  • 3.3.
  • 1.
  • Normative Approach to M&A: Peter Drucker's Acquisition Success Factors
  • 4.
  • Prime Examples of Good and Bad Acquisition Management
  • 4.1.
  • Board Management Background of the Case Studies
  • 4.2.
  • Important Background Information about the Case Studies
  • 4.3.
  • Remarks about the Period of Focus in the Two Case Studies: the Era of Chairmen During the Period of Acquisitions
  • 4.4.
  • From Abandoning the Myth to the Required >>Leadership Environment<<
  • Best Case Scenario: Nestle
  • 4.5.
  • Worst Case Scenario: Swissair
  • 5.
  • Lessons Learned About an Optimal >>Leadership Environment<<
  • 5.1.
  • Comparing Nestle and Swissair Acquisitions Using Drucker's Framework
  • 5.2.
  • Creating an Environment that Enables the Acquisition Principles to be Successfully Implemented: A Comparative Analysis of the Case Study Boards
  • 6.
  • 1.1.
  • Twelve Best Practice Recommendations for Boards
  • 6.1.
  • Creation of a >>Leadership Environment<< Which Enables the Acquisitions Principles to be Fulfilled
  • 6.2.
  • Dynamic Board-Management Relationship
  • 6.3.
  • Summary
  • 7.
  • Conclusion
  • 7.1.
  • Abandoning the Myth
  • Outlook: The Changing Nature of M&A
  • 7.2.
  • Current Corporate Governance and Future Challenges
  • 1.2.
  • Required >>Leadership Environment<<
  • 1.3.
Dimensions
22 cm.
Extent
182 p.
Isbn
9783593394381
Other physical details
ill.
System control number
  • (CaMWU)u2423065-01umb_inst
  • 2435017
  • (Sirsi) i9783593394381
  • (OCoLC)711050679

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