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Focusing on the high failure rate of acquisitions, this study examines the critical role of governance structures in successful mergers and acquisitions. Through qualitative research involving discussions with top CEOs and Chairmen, the author analyzes two contrasting case studies—one of success and one of failure. The insights gained highlight significant differences in management approaches and emphasize the need for effective corporate governance. The findings challenge existing theories and offer practical recommendations to enhance strategic management and board effectiveness.
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The Reality of M&A Governance, Farsam Farschtschian
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- 2011
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