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Structure Emergence in Corporate Mergers. Edward Bailey, University of Arizona Optical Sciences Amit Joshi, Anderson Graduate School of Management, University of California Los Angeles Ong Kiankok, La Trobe University, Australia Suhan Ree, Kongju National University
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Structure Emergence in Corporate Mergers Edward Bailey, University of Arizona Optical Sciences Amit Joshi, Anderson Graduate School of Management, University of California Los Angeles Ong Kiankok, La Trobe University, Australia Suhan Ree, Kongju National University Luis Armando Lujan Salazar, Monterrey Tech, Mexico Ricardo Valerdi, Center for Software Engineering, University of Southern California
Outline • Problem Statement • Literature Review • Approach • The Model • Results • Attribute Comparison • Conclusions
Problem Statement • The merging of two firms generates social complexities • How do individual factors affect? • New firm topology • Position in the new firm • Value of the new firm
Literature Review • Previous studies of merger affect on • competitive relations/anti-trust • Market power congestions • Social forces that determine who stays • Formal education • Previous leadership experience • Perceived threat to management • Other human emotions
B1 A1 A5 B5 B2 B6 B3 B4 A6 A2 A4 A3 Approach Firm A Firm B Firm C ? + = • Assumptions • Same market, slightly different competencies • Firm C will be made up of 6 < C < 12 • At least one employee at each level • Three levels available
The Model Value = a1 * (Performance) + a2 * (Internal Connections) + a3 * (Hierarchy) + a4 * (Specialization) + a5 *( Performance * Specialization) a1 = a2 = a4 = a5 = 0.5 a3 = -0.3
Results Value per employee
Conclusions • Little work done on resulting social structures of firms after mergers • Interdependencies determine the level of efficiency in a new system • Internal connections add value to the firm Lesson: Maximize your connections