---
res:
  bibo_abstract:
  - How is merger and acquisition (M&A) success associated with firm internal M&A
    process organization? The literature thus far acknowledges that unobservable internal
    firm characteristics are at least as important as observable firm- and deal-specific
    characteristics in regard to explaining M&A success. Thus, this paper directly
    asks M&A experts around the globe to shed more light on this important issue.
    We investigate three indices, capturing the degree of M&A 1) process standardization,
    2) process duration, and 3) process attention. Next, we analyze the process participation
    among four organizational layers, i.e., the functional involvement of the a) top
    management team, b) headquarters, c) business unit management, and d) business
    unit functions. We predict and find that all three indices are positively associated
    with M&A success, while process standardization and attention to deal strategy
    are of particular importance. Turning to the four organizational layers, a textured
    analysis shows that, for instance, target valuation should be performed by the
    headquarters functions but not by the top management team or the business unit.
    Overall, our findings are important to better understand unexplored M&A success
    drivers and provide directions for future research. Finally, our results might
    help practitioners adjust their M&A process organization to further improve their
    M&A success.@eng
  bibo_authorlist:
  - foaf_Person:
      foaf_givenName: Sönke
      foaf_name: Sievers, Sönke
      foaf_surname: Sievers
      foaf_workInfoHomepage: http://www.librecat.org/personId=46447
  - foaf_Person:
      foaf_givenName: Schmitz
      foaf_name: Alexander, Schmitz
      foaf_surname: Alexander
  bibo_doi: 10.2139/ssrn.3679155
  dct_date: 2020^xs_gYear
  dct_language: eng
  dct_subject:
  - Mergers
  - Acquisitions
  - Success
  - Processes
  - Organization
  dct_title: What matters for organizing M&As successfully?@
...