Enhancing performance through merger and acquisition or strategic alliances? In knowledge innovation based

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Title:	Enhancing performance through merger and acquisition or strategic alliances? In knowledge innovation based
Authors:	Lin, TM (Lin, Tsai-Mei) Chang, HC (Chang, Hsiao-Chen) Lin, CW (Lin, Ching-Wen)
Contributors:	Coll Business
Keywords:	EMPIRICAL-ANALYSIS ORGANIZATIONAL PERFORMANCE DYNAMIC CAPABILITIES MANAGEMENT-SYSTEM CORPORATE-CONTROL ACQUIRING FIRMS TENDER OFFERS BANK MERGERS BUSINESS GAINS
Date:	2011-07
Issue Date:	2013-01-16 14:10:20 (UTC+8)
Abstract:	This paper investigates the relationships among merger and acquisition (M&A), strategic alliances and organizational performance. This paper compares the influences of M&A and strategic alliances from 1993 to 2008 on both stock price and trading volumes of underlying stock around the announcement date on Taiwan stock market. The empirical results indicate a strong relationship between strategic alliance event and SCAR and SCAV in electronics industries. The SAV results for M&A events are positive and significant for non-electronics industries, and there is a strong relationship between M&A event and SCAR and SCAV. Furthermore, among the listed companies, the SAV results for M&A events and strategic alliance event are positive and significant, and there is positive effect in SCAR and SCAV for M&A events, and there is also positive effect in SCAV for strategic alliance events.
Relation:	AFRICAN JOURNAL OF BUSINESS MANAGEMENT Volume: 5 Issue: 14 Pages: 5929-5937
Appears in Collections:	[Department of Business Administration & Graduate Institute of International Business Administration ] periodical articles

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