dam a22 2 4500 551314176 CHVBK 20200911032849.0 cr ||||||||||| 181212s2018 xx |||||om--- 00 |eng-d (IDSSG)001028724 SzZuIDS HSG ger rda 330 10609907102 edok Restellini Marie-Line Verfasser aut Mergers and Acquisitions in the Electricity and Gas industry the effects of post-merger integration approaches on firms' performance Marie-Line Restellini St. Gallen 2018 1 Online-Ressource Text txt rdacontent/ger Computermedien c rdamedia/ger Online-Ressource cr rdacarrier/ger Master-Arbeit / Universität St. Gallen Masterarbeit Universität St. Gallen 2018 Mergers and acquisitions (M&As) continue to be a prevalent strategic measure of growth for companies, even if their success rate is known to be generally low. From a research perspective, they are a controversial topic of study and scholars continue to conclude that they remain poorly understood. Based on the opinion of Graebner and his colleagues (2016) that M&As are the perfect embodiment of the VUCA paradigm, this paper aims to shed light on the ambiguity of structural interventions and on the complexity of variables influencing deals' outcome. Also, this research intends to focus on the electricity and gas industry in a post-deregulation context in the US and in Europe. By doing so, this thesis proposes to take into account the industry background and integration context of deals following a strategy of complementarity. This working paper aims to enrich the management literature by proposing a framework grasping the importance of postmerger factors. This framework conceptualizes the effects of postmerger variables on MAs' performance. It examines the effects of integration dimensions as well as the effect of organizational stability on deals's success, two points not yet fully understood by the existing literature. On the basis of the theoretical framework, five hypotheses are developed (H1, H2, H3a, H3b and H3c). Drawing on theories addressing processes, acquisition integrations, complexity and complex adaptive systems, H1 argues that resource sharing, transfer of functional skills and organizational autonomy have a positive influence on M&A performance. H2 assert that organizational stability has a negative influence on M&A performance. H3a claim that resource sharing is negatively correlated to organizational stability. H3b proposes that transfer of skill is negatively correlated to organizational stability but lower than resource sharing. Finally, H3c argues that organizational autonomy is not correlated to organizationa... Mergers and Acquisitions (DE-588)4205916-1 gnd Elektrizität (DE-588)4014216-4 gnd Acquisitions; Mergers; Electricity; Gas; Integration approaches; Processes; Complex adaptive system Hochschulschrift gnd-content Laamanen Tomi 1968- (DE-588)17162677X Akademischer Betreuer dgs http://www1.unisg.ch/org/biblio/edoc.nsf/SysLkpByIdentifier/10609907102/$FILE/10609907102.pdf Volltext für Angehörige der Universität St. Gallen BK020353 XK020053 XK020000 IDSSG 100 1- Restellini Marie-Line Verfasser aut IDSSG 490 0- Master-Arbeit / Universität St. Gallen IDSSG 700 1- Laamanen Tomi 1968- (DE-588)17162677X Akademischer Betreuer dgs IDSSG 856 4- http://www1.unisg.ch/org/biblio/edoc.nsf/SysLkpByIdentifier/10609907102/$FILE/10609907102.pdf Volltext für Angehörige der Universität St. Gallen