{"id":{"repo_id":"uiuc","oai_identifier":"oai:www.ideals.illinois.edu:2142/20932"},"canonical_url":"https://search.dev.ndltd.org/etd/uiuc/oai:www.ideals.illinois.edu:2142/20932","repository":{"repo_id":"uiuc","name":"University of Illinois - Urbana-Champaign","base_url":"https://www.ideals.illinois.edu/oai-pmh"},"display":{"title":"Acquisition performance: The effect of the extent and speed of integration, and the contribution of the acquired units' top management","abstract":"Other findings showed that a higher proportion of acquired units top managers were retained, and they were for longer periods in units with high preacquisition performance than in units with low preacquisition performance. It was also found that retained top managers in units with high preacquisition performance were perceived to have greater knowledge, relationships, leadership ability and managerial ability than those in units with low preacquisition performance. In units with high preacquisition performance the retained top managers' relationships, leadership ability and managerial ability were perceived to make greater contribution to the units' performance than in units with low preacquisition performance.","abstract_html":"Other findings showed that a higher proportion of acquired units top managers were retained, and they were for longer periods in units with high preacquisition performance than in units with low preacquisition performance. It was also found that retained top managers in units with high preacquisition performance were perceived to have greater knowledge, relationships, leadership ability and managerial ability than those in units with low preacquisition performance. In units with high preacquisition performance the retained top managers' relationships, leadership ability and managerial ability were perceived to make greater contribution to the units' performance than in units with low preacquisition performance.","abstract_has_math":false,"creators":["Tajul, Arus Bin Noh"],"institution":"University of Illinois at Urbana-Champaign","degree_name":"Ph.D.","degree_level":"Dissertation","degree_discipline":"Business Administration","degree_department":null,"school":null,"contributors":["Duhaime, Irene M."],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2011,"date_issued":"2011-05-07T12:53:28Z","date_published":"2011-05-07T12:53:28Z","updated_at":"2026-07-22T22:25:16Z","subjects":["Business Administration, Management"],"languages":["eng"],"rights":["Copyright 1990 Tajul, Arus Bin Noh"],"rights_urls":[],"identifier_entries":[{"key":"dc:identifier","label":"Identifier","values":["AAI9021766","(UMI)AAI9021766"],"render_values":[{"text":"AAI9021766","href":null,"code":true},{"text":"(UMI)AAI9021766","href":null,"code":true}]}]},"links":{"outbound_url":"http://hdl.handle.net/2142/20932","outbound_label":"Handle","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Duhaime, Irene M."]},{"key":"dc:creator","label":"Author","values":["Tajul, Arus Bin Noh"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2011-05-07T12:53:28Z","10000-01-01","1990"]},{"key":"dc:type","label":"Dc Type","values":["text"]},{"key":"thesis:degree_discipline","label":"Discipline","values":["Business Administration"]},{"key":"thesis:degree_level","label":"Degree Level","values":["Dissertation"]},{"key":"thesis:degree_name","label":"Degree Name","values":["Ph.D."]},{"key":"thesis:institution_name","label":"Thesis Institution Name","values":["University of Illinois at Urbana-Champaign"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Business Administration, Management"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["eng"]},{"key":"dc:rights","label":"Dc Rights","values":["Copyright 1990 Tajul, Arus Bin Noh"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["AAI9021766","(UMI)AAI9021766","http://hdl.handle.net/2142/20932"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Other findings showed that a higher proportion of acquired units top managers were retained, and they were for longer periods in units with high preacquisition performance than in units with low preacquisition performance. It was also found that retained top managers in units with high preacquisition performance were perceived to have greater knowledge, relationships, leadership ability and managerial ability than those in units with low preacquisition performance. In units with high preacquisition performance the retained top managers' relationships, leadership ability and managerial ability were perceived to make greater contribution to the units' performance than in units with low preacquisition performance.","The integration of acquisitions has not received a great deal of research attention, although the level of acquisition activity in the U.S. has been at a fairly high level for many years. The way that an acquiring company integrates the acquired unit after the acquisition is one factor that has been claimed by many writers to be important to acquisition performance. In this study, five main research questions relating to acquisition integration were addressed. They dealt with the part played by the integration process in acquisition performance, in particular, the effects of the extent and speed of integration, and of the level of acquired unit top management retention. The study also investigated the characteristics and contributions of the retained acquired unit top managers.","A conceptual general model of acquisition performance was developed to show how the acquisition integration process relates to the other variables that contribute to acquisition performance. Several hypotheses were tested using data collected through a mail survey of senior executives from 140 acquisitions made by U.S. public companies between January 1982 and June 1986 in five U.S. manufacturing industries--chemical and allied products, fabricated metal products, nonelectrical machinery, electrical and electronic machinery and measuring instruments, photographic, medical and optical goods. It was found that acquired units with low preacquisition performance which were rapidly integrated into the acquiring company had higher postacquisition performance than those which were not integrated rapidly. It was also found that units with low preacquisition performance which were extensively integrated into the acquiring company had higher postacquisition performance than those which were not extensively integrated.","This study makes several contributions to knowledge on acquisition integration. It shows that, under certain conditions, the rate with which acquired units are integrated is correlated with the unit's postacquisition performance. It indicates certain characteristics which acquiring companies apparently look for in the managers of the units that they acquire. The findings have implications for both managers and researchers.","Made available in DSpace on 2011-05-07T12:53:28Z (GMT). No. of bitstreams: 2 license.txt: 4922 bytes, checksum: 910b249b4beec47e7ab768910c8f966f (MD5) 9021766.pdf: 8311287 bytes, checksum: d66b9aece11b525053d396fe55affffa (MD5) Previous issue date: 1990","Item marked as restricted to the 'UIUC Users [automated]' Group (id=2) by Howard Ding (hding2@illinois.edu) on 2011-05-07T14:47:21Z Item is restricted indefinitely.","Restriction data tranferred 2014-07-01T11:21:21-05:00 Original Data Group with Access UIUC Users [automated] Release Date: none Reason: ETDs are only available to UIUC Users without author permission","ETDs are only available to UIUC Users without author permission","U of I Only"]},{"key":"dc:title","label":"Title","values":["Acquisition performance: The effect of the extent and speed of integration, and the contribution of the acquired units' top management"]}]}],"canonical_facts":{"dc:contributor":["Duhaime, Irene M."],"dc:creator":["Tajul, Arus Bin Noh"],"dc:date":["2011-05-07T12:53:28Z","10000-01-01","1990"],"dc:description":["Other findings showed that a higher proportion of acquired units top managers were retained, and they were for longer periods in units with high preacquisition performance than in units with low preacquisition performance. It was also found that retained top managers in units with high preacquisition performance were perceived to have greater knowledge, relationships, leadership ability and managerial ability than those in units with low preacquisition performance. In units with high preacquisition performance the retained top managers' relationships, leadership ability and managerial ability were perceived to make greater contribution to the units' performance than in units with low preacquisition performance.","The integration of acquisitions has not received a great deal of research attention, although the level of acquisition activity in the U.S. has been at a fairly high level for many years. The way that an acquiring company integrates the acquired unit after the acquisition is one factor that has been claimed by many writers to be important to acquisition performance. In this study, five main research questions relating to acquisition integration were addressed. They dealt with the part played by the integration process in acquisition performance, in particular, the effects of the extent and speed of integration, and of the level of acquired unit top management retention. The study also investigated the characteristics and contributions of the retained acquired unit top managers.","A conceptual general model of acquisition performance was developed to show how the acquisition integration process relates to the other variables that contribute to acquisition performance. Several hypotheses were tested using data collected through a mail survey of senior executives from 140 acquisitions made by U.S. public companies between January 1982 and June 1986 in five U.S. manufacturing industries--chemical and allied products, fabricated metal products, nonelectrical machinery, electrical and electronic machinery and measuring instruments, photographic, medical and optical goods. It was found that acquired units with low preacquisition performance which were rapidly integrated into the acquiring company had higher postacquisition performance than those which were not integrated rapidly. It was also found that units with low preacquisition performance which were extensively integrated into the acquiring company had higher postacquisition performance than those which were not extensively integrated.","This study makes several contributions to knowledge on acquisition integration. It shows that, under certain conditions, the rate with which acquired units are integrated is correlated with the unit's postacquisition performance. It indicates certain characteristics which acquiring companies apparently look for in the managers of the units that they acquire. The findings have implications for both managers and researchers.","Made available in DSpace on 2011-05-07T12:53:28Z (GMT). No. of bitstreams: 2 license.txt: 4922 bytes, checksum: 910b249b4beec47e7ab768910c8f966f (MD5) 9021766.pdf: 8311287 bytes, checksum: d66b9aece11b525053d396fe55affffa (MD5) Previous issue date: 1990","Item marked as restricted to the 'UIUC Users [automated]' Group (id=2) by Howard Ding (hding2@illinois.edu) on 2011-05-07T14:47:21Z Item is restricted indefinitely.","Restriction data tranferred 2014-07-01T11:21:21-05:00 Original Data Group with Access UIUC Users [automated] Release Date: none Reason: ETDs are only available to UIUC Users without author permission","ETDs are only available to UIUC Users without author permission","U of I Only"],"dc:identifier":["AAI9021766","(UMI)AAI9021766","http://hdl.handle.net/2142/20932"],"dc:language":["eng"],"dc:rights":["Copyright 1990 Tajul, Arus Bin Noh"],"dc:subject":["Business Administration, Management"],"dc:title":["Acquisition performance: The effect of the extent and speed of integration, and the contribution of the acquired units' top management"],"dc:type":["text"],"thesis:degree_discipline":["Business Administration"],"thesis:degree_level":["Dissertation"],"thesis:degree_name":["Ph.D."],"thesis:institution_name":["University of Illinois at Urbana-Champaign"]},"updated_at":"2026-07-22T22:25:16Z"}