Complex systems and the merger process

Technology Analysis and Strategic Management

Volumn 14, Issue 3, 2002, Pages 315-329

  Allen, Peter ^a   Ramlogan, Ronnie ^a   Randles, Sally ^a  

^a UNIVERSITY OF MANCHESTER   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

HIGH TECHNOLOGY INDUSTRY; LEARNING; MERGER; PHARMACEUTICAL INDUSTRY;

EID: 0036723980     PISSN: 09537325     EISSN: None     Source Type: Journal    
DOI: 10.1080/0953732022000002131     Document Type: Article

References (40)

1. The great merger wave breaks
2. Market structure, R and D and advertising in the pharmaceutical industry
3. Merger motives and merger prescriptions
4. Hostility in takeovers: In the eyes of the beholder?
5. Integrating strategic, organizational and human resource perspectives on mergers and acquisitions: A case of synergy realization
6. New evidence and perspective on mergers
7. Corporate governance and merger activity in the United States: Making sense of the 1980's and 1990's
8. The impact of industry shocks on takeover and restructuring activity
9. Stock market driven acquisitions
10. Mergers, MNES and innovation- The need for new research approaches
11. Why mergers fail
12. Dimensions of the world wide merger boom
13. News from the monopoly front: Changes in industrial concentration 1992-1997
14. Does acquisition of technology firms pay?
15. The impact of corporate restructuring on industrial research and development
16. The market for corporate control and firm innovation
17. The effect of mergers of mergers and acquisitions on the technological performance of companies in a high-tech environment
18. What can we learn from a theory of complexity?
19. From complexity to perplexity
20. Innovation, growth and competition: Evolving complexity or complex evolution
21. Evolutionary drive: The effect of microscopic diversity, error making and noise
22. Evolving complexity in social science
23. What is complexity science?