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Incentive Asymmetries in the Mergers and Acquisitions Process

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  • Petri Parvinen
  • Henrikki Tikkanen

Abstract

abstract This paper focuses on the relationship between incentive asymmetries and some potentially undesirable outcomes along the mergers and acquisitions (M&A) process which could potentially destroy the shareholder value of the merged corporate entity. Incentive asymmetries are seen as belonging to the three categories of ‘risk‐antecedent’, ‘information‐antecedent’ and ‘pure self‐interest antecedent’. We propose that incentive asymmetries are responsible for increases in the number of M&A projects and that they might create a ‘lemons problem’ with M&A candidates. Incentive asymmetries are also suggested to lead to prolonged contract‐writing phases, biased financial evaluations and acquisition price escalation, as well as undermined post‐M&A integration plans. If resolutions to these problems are sought, the use of high‐ and low‐powered incentive schemes will need to reflect risk, information and pure self‐interest.

Suggested Citation

  • Petri Parvinen & Henrikki Tikkanen, 2007. "Incentive Asymmetries in the Mergers and Acquisitions Process," Journal of Management Studies, Wiley Blackwell, vol. 44(5), pages 759-787, July.
    • Handle: RePEc:bla:jomstd:v:44:y:2007:i:5:p:759-787
    DOI: 10.1111/j.1467-6486.2007.00698.x
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    Cited by:

    1. Joseph A. Clougherty & Tomaso Duso, 2009. "The Impact of Horizontal Mergers on Rivals: Gains to Being Left Outside a Merger," Journal of Management Studies, Wiley Blackwell, vol. 46(8), pages 1365-1395, December.
    2. Themistokles Lazarides & Evaggelos Drimpetas, 2016. "Defining the factors of Fitch rankings in the European banking sector," Eurasian Economic Review, Springer;Eurasia Business and Economics Society, vol. 6(2), pages 315-339, August.
    3. Zulfiquer Ali Haider & Jialong Li & Yefeng Wang & Zhenyu Wu, 2021. "Do Family Firms Have Higher or Lower Deal Valuations? A Contextual Analysis," Entrepreneurship Theory and Practice, , vol. 45(4), pages 709-739, July.
    4. Emanuele L. M. Bettinazzi & Maurizio Zollo, 2022. "Stakeholder Orientation and Experiential Learning: Evidence from Corporate Acquisitions," Journal of Management Studies, Wiley Blackwell, vol. 59(6), pages 1422-1459, September.
    5. Chi-Hsiang Chen & Ming-ji Lin, 2011. "An assessment of post-M&A integration influences on new product development performance: An empirical analysis from China, Taiwan, and HK," Asia Pacific Journal of Management, Springer, vol. 28(4), pages 807-831, December.
    6. Bhaumik, Sumon Kumar & Owolabi, Oluwarotimi & Pal, Sarmistha, 2018. "Private information, institutional distance, and the failure of cross-border acquisitions: Evidence from the banking sector in Central and Eastern Europe," Journal of World Business, Elsevier, vol. 53(4), pages 504-513.
    7. Gudmundsson, Sveinn Vidar & Merkert, Rico & Redondi, Renato, 2020. "Cost structure effects of horizontal airline mergers and acquisitions," Transport Policy, Elsevier, vol. 99(C), pages 136-144.
    8. Surendranath Jory & Thanh Ngo & Jurica Susnjara, 2020. "Stock mergers and acquirers’ subsequent stock price crash risk," Review of Quantitative Finance and Accounting, Springer, vol. 54(1), pages 359-387, January.
    9. Pathak, Seemantini & Chiu, Shih-Chi (Sana), 2020. "Firm-advisor ties and financial performance in the context of corporate divestiture," Journal of Business Research, Elsevier, vol. 121(C), pages 315-328.
    10. Chan, Alex W.H. & Cheung, Hoi Yan, 2016. "Extraversion, individualism and M&A activities," International Business Review, Elsevier, vol. 25(1), pages 356-369.

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