scholarly journals The Dynamics of Market Entry: The Effects of Mergers and Acquisitions on Entry in the Banking Industry

1999 ◽  
Author(s):  
Allen N. Berger ◽  
Seth D. Bonime ◽  
Lawrence G. Goldberg ◽  
Lawrence J. White
Keyword(s):  
Mergers And Acquisitions ◽  
Market Entry ◽  
Banking Industry

scholarly journals The Dynamics of Market Entry: The Effects of Mergers and Acquisitions on Entry in the Banking Industry

2004 ◽  
Vol 77 (4) ◽  
pp. 797-834 ◽  
Author(s):  
Allen N. Berger ◽  
Seth D. Bonime ◽  
Lawrence G. Goldberg ◽  
Lawrence J. White
Keyword(s):  
Mergers And Acquisitions ◽  
Market Entry ◽  
Banking Industry

Overcoming the HR challenge: a case of merger of Kotak Mahindra Bank and ING Vysya Bank

2017 ◽  
Vol 7 (2) ◽  
pp. 1-16
Author(s):  
Neena Rohit Jain ◽  
Dinesh Jaisinghani
Keyword(s):  
Mergers And Acquisitions ◽  
Organizational Behavior ◽  
Learning Outcomes ◽  
Human Resource ◽  
Banking Industry ◽  
Industry Structure ◽  
Subject Area ◽  
Current Case ◽  
Content Type ◽  
Merger Process

Subject area Human Resources and Organizational Behavior – dealing with the HR issues in mergers and acquisitions (M&As). Study level/applicability MBA and other similar programs at the post-graduation level. Case overview The current case deals with human resource (HR) issues in the merger of Kotak Mahindra Bank (KMB) and ING Vysya Bank (IVB). The case discusses various aspects of the merger process and focuses on the key challenges that firms face while integrating the employees of the merged entities. The case also highlights the steps taken by KMB to ensure that the merger process is smooth and employees are adequately motivated. The case also discusses the process adopted by the merged entity to efficiently integrate the employees. Expected learning outcomes The case can be a part of an organizational behavior course and a banking course. The current case allows students to make decisions while dealing with situations pertaining to employees’ integration in an M&A deal. The major expected learning outcomes of the current case include being able to: understand industry structure using the Indian banking industry as a case in point; identify the major challenges in any M&A deal; list down key HR issues in any merger activity; analyse strategies that can be adopted to deal with HR challenges; and construct a plan of action for integrating employees in a merged entity. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS: 6: Human Resource Management.

scholarly journals Perceptions of justice and organisational commitment in international mergers and acquisitions

2017 ◽  
Vol 34 (5) ◽  
pp. 582-605 ◽  
Author(s):  
Emanuel Gomes ◽  
Kamel Mellahi ◽  
Sunil Sahadev ◽  
Amy Harvey
Keyword(s):  
Mergers And Acquisitions ◽  
Market Entry ◽  
Strong Association ◽  
Foreign Market ◽  
Foreign Market Entry ◽  
Organisational Commitment ◽  
Entry Modes ◽  
Content Type ◽  
Cross Border ◽  
And Performance

Purpose Although there is substantial and accumulating evidence on the link between market entry modes and performance, evidence regarding their impact on employee’s perceptions and thereby their commitment is scarce. This is more so in mergers and acquisitions (M&As) where employee’s commitment has a significant impact on post-entry performance. The purpose of this paper is to examine the association between perceptions of justice and organisational commitment in cross-border M&As. Design/methodology/approach The authors draw on market entry and M&As’ literature and studies on the link between perception of justice and commitment to develop the hypotheses. The authors test the hypotheses with survey data from a merger of two culturally different partners – British and Japanese. A total of 128 responses were received, out of a sample of 151 non-managerial employees within the firm. Findings The results show a strong association between employees’ perceptions of justice during the merger and commitment to the new organisation. Surprisingly, the results do not support the widely reported interaction effects between different organisational justices and employees’ commitment. Research limitations/implications Obtaining data from a single M&A is a potential limitation of this study. Practical implications The study underscores the importance of post-market entry. The results suggest that particular attention needs to be paid to the way employees of the acquired firm are treated during their interactions with their counterparts. Originality/value The link between market entry and performance is well documented. However, little progress has been made in understanding the antecedents/factors that influence commitment in foreign market entry and in particular cross-border M&As. This study helps close this gap.

scholarly journals The Response of Performance to Merger Strategy in Indonesian Banking Industry: Analyses on Bank Mandiri, Bank Danamon, and Bank Permata

2010 ◽  
Vol 12 (2) ◽  
pp. 231
Author(s):  
Murti Lestari ◽  
Lincolin Arsyad
Keyword(s):  
Mergers And Acquisitions ◽  
Impulse Response ◽  
Response Function ◽  
Structural Breaks ◽  
Banking Industry ◽  
Structural Break ◽  
Impulse Response Function ◽  
Analysis Method ◽  
Stable Position ◽  
Performance Response

This study analyzes the responses of performances of BankMandiri, Bank Danamon, and Bank Permata to merger strategy.This paper harnesses the quantitative approach with structuralbreak analysis method and impulse response function. Theplausible findings indicate that the merger of Bank Permataproduces a better performance response in comparison to theconsolidation of Bank Mandiri and the merger of Bank Danamon.The merger of Bank Permata does not result in performanceshocks, and the structural break does not prevail either. On theother hand, the consolidation of Bank Mandiri and the mergerof Bank Danamon result in structural breaks, particularly in thespread performance. In order to return to the stable position, themergers of Bank Mandiri and Bank Danamon require a longertime than does the merger of Bank Permata. This researchindicates that for large banks, the mergers and acquisitions(retaining one existing bank) will deliver a better performanceresponse than will the consolidations (no existing bank).Keywords: impulse response function; merger; structural break

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