An acquiring firms chairman and chief executive and the importance of their tenure on M&A outcomes

Nigel Stephen Garrow, Guy Ford, Tom Valentine

Research output: Chapter in Book / Conference PaperConference Paperpeer-review

Abstract

![CDATA[There is a growing body of evidence that Mergers and Acquisitions (M&A) continue to be value destroying for many acquiring firm shareholders. This research looks at the importance of the length of time that the Chairman and the Chief Executive Officer of the acquiring firm have been together in their respective roles at the date of the acquisition (referred to as Joint Tenure), and its effect on shareholder value. This is important because if there is a correlation between Joint Tenure and acquiring firm performance this will provide an early indicator for investors of an M&A outcome and thereby improve their ability to manage risk. It is also significant for best corporate governance practice. This study examined acquisitions in Australia between 1990 and 2006, and found that the period of joint tenure is a significant contributor to acquiring firm shareholder value in M&A prior to, and following, an acquisition.]]
Original languageEnglish
Title of host publicationBAM2015 Proceedings: British Academy of Management Annual Conference 2015: The Value of Pluralism in Advancing Management Research, Education and Practice, 8-10 September 2015, University of Portsmouth, Portsmouth, U.K.
PublisherBritish Academy of Management
Number of pages23
ISBN (Print)9780954960889
Publication statusPublished - 2015
EventBritish Academy of Management. Conference -
Duration: 8 Sept 2015 → …

Conference

ConferenceBritish Academy of Management. Conference
Period8/09/15 → …

Keywords

  • chief executive officers
  • consolidation and merger of corporations
  • organizational change
  • corporate governance

Fingerprint

Dive into the research topics of 'An acquiring firms chairman and chief executive and the importance of their tenure on M&A outcomes'. Together they form a unique fingerprint.

Cite this