Managing the M&A Process from Opportunities to New Business Creation: An integrated model

Mélanie Raukko, Tuija Luoma, Niina Nummela, Minna Räikkönen, Lotta Häkkinen, Pekka Maijala

Research output: Contribution to conferenceOther conference contributionProfessional

Abstract

Purpose: The main purpose of this paper is to create a theory-based framework to analyze how the new business creation and acquisition activity come together and how to manage the entire M&A process in an integrated manner, i.e. continuity between pre- and post-acquisition phase, and in line with the corporate strategy and ensuring business continuity. Methodology: this paper is a conceptual paper Findings: The model proposed in this paper adopts an integrated approach on strategic M&As. The whole process comprises an effective feedback system and continuity from pre- to post-acquisition phase; it is designed to reach the strategic goals set for the M&A and to achieve better business integration. This in turn should ensure business continuity. Research implications: This paper contributes to the extensive M&A research field by providing a multidisciplinary and integrated approach to M&As. Practical implications: The model proposed in this paper provides practitioners with concrete tools to adopt a proactive approach to M&As with strategic importance. Linking M&As with new business creation also shows ways to turn turbulent market situations such as the recent financial crisis into strategic opportunities. Originality: The link between new business creation research and M&As has not been discussed extensively. There is a lack of research analyzing M&As in conditions of high uncertainty and taking a more future-oriented approach. Moreover, there is a lack of understanding regarding the role of M&As in seizing opportunities in changing business opportunities.
Original languageEnglish
Publication statusPublished - 2009
MoE publication typeNot Eligible
EventCross-border M&A: Challenges and opportunities in global business environment - Brussels, Belgium
Duration: 12 Nov 200913 Nov 2009

Other

OtherCross-border M&A
CountryBelgium
CityBrussels
Period12/11/0913/11/09

Fingerprint

New business
Integrated model
Business continuity
Continuity
Integrated approach
Corporate strategy
Uncertainty
Methodology
Financial crisis
Integrated
Strategic goals
Field research

Keywords

  • strategy
  • mergers and acquisitions
  • cross-border acquisitions
  • new business creation
  • business continuity

Cite this

Raukko, M., Luoma, T., Nummela, N., Räikkönen, M., Häkkinen, L., & Maijala, P. (2009). Managing the M&A Process from Opportunities to New Business Creation: An integrated model. Cross-border M&A, Brussels, Belgium.
Raukko, Mélanie ; Luoma, Tuija ; Nummela, Niina ; Räikkönen, Minna ; Häkkinen, Lotta ; Maijala, Pekka. / Managing the M&A Process from Opportunities to New Business Creation : An integrated model. Cross-border M&A, Brussels, Belgium.
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Raukko, M, Luoma, T, Nummela, N, Räikkönen, M, Häkkinen, L & Maijala, P 2009, 'Managing the M&A Process from Opportunities to New Business Creation: An integrated model' Cross-border M&A, Brussels, Belgium, 12/11/09 - 13/11/09, .

Managing the M&A Process from Opportunities to New Business Creation : An integrated model. / Raukko, Mélanie; Luoma, Tuija; Nummela, Niina; Räikkönen, Minna; Häkkinen, Lotta; Maijala, Pekka.

2009. Cross-border M&A, Brussels, Belgium.

Research output: Contribution to conferenceOther conference contributionProfessional

TY - CONF

T1 - Managing the M&A Process from Opportunities to New Business Creation

T2 - An integrated model

AU - Raukko, Mélanie

AU - Luoma, Tuija

AU - Nummela, Niina

AU - Räikkönen, Minna

AU - Häkkinen, Lotta

AU - Maijala, Pekka

N1 - Project code: 32744

PY - 2009

Y1 - 2009

N2 - Purpose: The main purpose of this paper is to create a theory-based framework to analyze how the new business creation and acquisition activity come together and how to manage the entire M&A process in an integrated manner, i.e. continuity between pre- and post-acquisition phase, and in line with the corporate strategy and ensuring business continuity. Methodology: this paper is a conceptual paper Findings: The model proposed in this paper adopts an integrated approach on strategic M&As. The whole process comprises an effective feedback system and continuity from pre- to post-acquisition phase; it is designed to reach the strategic goals set for the M&A and to achieve better business integration. This in turn should ensure business continuity. Research implications: This paper contributes to the extensive M&A research field by providing a multidisciplinary and integrated approach to M&As. Practical implications: The model proposed in this paper provides practitioners with concrete tools to adopt a proactive approach to M&As with strategic importance. Linking M&As with new business creation also shows ways to turn turbulent market situations such as the recent financial crisis into strategic opportunities. Originality: The link between new business creation research and M&As has not been discussed extensively. There is a lack of research analyzing M&As in conditions of high uncertainty and taking a more future-oriented approach. Moreover, there is a lack of understanding regarding the role of M&As in seizing opportunities in changing business opportunities.

AB - Purpose: The main purpose of this paper is to create a theory-based framework to analyze how the new business creation and acquisition activity come together and how to manage the entire M&A process in an integrated manner, i.e. continuity between pre- and post-acquisition phase, and in line with the corporate strategy and ensuring business continuity. Methodology: this paper is a conceptual paper Findings: The model proposed in this paper adopts an integrated approach on strategic M&As. The whole process comprises an effective feedback system and continuity from pre- to post-acquisition phase; it is designed to reach the strategic goals set for the M&A and to achieve better business integration. This in turn should ensure business continuity. Research implications: This paper contributes to the extensive M&A research field by providing a multidisciplinary and integrated approach to M&As. Practical implications: The model proposed in this paper provides practitioners with concrete tools to adopt a proactive approach to M&As with strategic importance. Linking M&As with new business creation also shows ways to turn turbulent market situations such as the recent financial crisis into strategic opportunities. Originality: The link between new business creation research and M&As has not been discussed extensively. There is a lack of research analyzing M&As in conditions of high uncertainty and taking a more future-oriented approach. Moreover, there is a lack of understanding regarding the role of M&As in seizing opportunities in changing business opportunities.

KW - strategy

KW - mergers and acquisitions

KW - cross-border acquisitions

KW - new business creation

KW - business continuity

M3 - Other conference contribution

ER -

Raukko M, Luoma T, Nummela N, Räikkönen M, Häkkinen L, Maijala P. Managing the M&A Process from Opportunities to New Business Creation: An integrated model. 2009. Cross-border M&A, Brussels, Belgium.