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directors, employees and shareholders. It is quite normal though for M&A deal communications to take place in a so called 'confidentiality bubble' whereby information flows are restricted due to confidentiality agreements (I.A., 2006).
Merger waves:
The economic history has been divided into Merger Waves based on the merger activities in the business world as: Period 1889 1904 1916 1929 1965 1989 1992 1998 2000 Name First Wave Second Wave Third Wave Fourth Wave Fifth Wave Facet Horizontal mergers Vertical mergers Diversified conglomerate mergers Congeneric mergers; Hostile takeovers; Corporate Raiding Cross-border mergers
M&A is a common phenomenon in USA and Europe. India is emerging as a vibrant player in the world of mergers and acquisitions (M&A). Not long ago, Mr Lakshmi Mittal acquired Arcelor. Tata Group companies and many in the information technology, pharmaceutical and banking sectors have made a host of other acquisitions.
On paper, mergers and acquisitions often look terrific. But in practice, they are generally costly and frequently disappointing. They often disrupt organizations, sometimes for years, and divert the time and energy of senior management. Since managers' principal ethical obligation is to serve the interests of their shareholders, the first question senior executives should ask is this: Is there a detailed, realistic, implementable plan for making a merger or acquisition succeed? Every company has implicit contracts with its shareholders that are the result of its past actions, statements, and commitments.(Badaracco). When an M&A; modifies or breaks these contracts, as they sometimes must, compensation may be due to people and groups that reasonably depended on the company to make good on its commitments. Thus, another question that senior executives must ask themselves is:
What does a company owe the people and groups,
particularly the weakest and most vulnerable that may be left behind as the company moves forward? While public and media attention tend to focus on the corporate gamesmanship and dizzying sums associated with M&A activity, such deals are often more interesting as windows inside organizations, revealing how they adapt and perform in times of dramatic change. M&As increase the visibility of a number of theoretical and practical challenges related to an organization's philosophy and operations.
A secondary category of ethical issues, she notes, involves questions arising from the actual M&A; transaction. Some really vexing issues surface in the course of these deals. Management must decide, for example, when to disclose plans for the merger, what restrictions to place on insider use of information, what counts as fair and proper accounting and taxation, and how to treat employees who may lose their jobs. In M&As that cross borders, these issues can be particularly difficult because of cultural and legal differences. For example, the legal definition of 'redundant employees' varies widely as do requirements for severance arrangements. In the face of such differences, managers of the merging companies have to wrestle with what is fair to the different sets of employees and what will help build a cohesive organization with a single set of ethical standards going forward. Host governments may present additional challenges and opportunities in the international context. Managers of firms that enter foreign countries through their M&A strategies need to be aware of these issues. Governments tend to protect their national interests when dealing with foreign-owned firms. For example, in the United States an airline cannot have more than 25% foreign ownership. Governments may have currency laws that prevent a foreign-owned firm from taking money out of the country. Labor laws may be different from those in a firms domestic market. Such differences may be rooted in culture and tradition that may prove to be difficult to recognize and/or understand.
METHODOLOGY:
We will use a case based approach to analyze the effects of mergers and acquisitions and various ethical issues arising out of it. We will apply ethical theories (teleological, deontological, utilitarian, etc) to weigh the various options available to the management during Mergers and Acquisitions.