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Volume 30, Issue 2
1 April 2002
Strategy & Leadership Cover Image for Volume 30, Issue 2
Research Article| April 01 2002

Escaping merger and acquisition madness Available to Purchase

John G. Lynch;
John G. Lynch
John Lynch, a principal at the Hawthorne Group, specializes in the areas of corporate strategy and mergers and acquisitions (Pallium@aol.com). He has held senior management positions in a number of multi‐national companies.
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Barbara Lind
Barbara Lind
Barbara Lind is President of The Hawthorne Group, a consulting firm located in Medford, Massachusetts (a suburb of Boston) that focuses on mergers and acquisitions, strategy development, business and technology driven change, and HR strategy (BJLind@HawthGroup.com).
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Author & Article Information
Publisher: Emerald Publishing
Online ISSN: 1758-9568
Print ISSN: 1087-8572
© MCB UP Limited
2002
Strategy & Leadership (2002) 30 (2): 5–12.
https://doi.org/10.1108/10878570210422094

Is the average M&A adventure just an executive ego trip? Is it management folly, or can it be done so that it reliably produces growth? A model presented here may help executives who are engaged in making acquisitions and making them work navigate the shoals of mergers and acquisitions more successfully.

Keywords:
Mergers and acquisitions, Organizational growth, Shareholder value, Integration processes, M3 analysis
© MCB UP Limited
2002
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