Issue Information

• Published date: 01 January 2018
• DOI: http://doi.org/10.1002/jsc.2152
• Date: 01 January 2018

Strategic Change: Briengs in Entrepreneurial Finance

Strategic Change 27(1) (2018) CONTENTS

Mergers & Acquisions

Volume 27 Number 1 January 2018

3 Pricing mergers with dierenal synergies

Nipun Agarwal and Paul Kwan

The acquirer’s risk-taking behaviour and percepon of merger synergies determines the price

oered for the M& A transacon while the target rm’s percepon of synergies is less relevant (if

at all) and opmisc behaviour is most useful when the acquirer perceives high synergies exisng

in the potenal M& A transacon

9 Behavioral merger and acquision pricing: Applicaon to Verizon mergers

with AOL and Yahoo

Nipun Agarwal, Paul Kwan, and David Paul

Loss aversion has a signicant eect on this pricing with risk aversion and opmism also having some

minor impact. But, the existence of mulple acquirers does posively increase the M&A transacon

price.

23 Dynamic capabilies’ funconing in a private equity-backed rm

Biagio Ciao

Private equity acquision is a source of dynamic capabilies that develop resources to both improve

the target rm’s compeve advantage within the original business and to create economic growth,

even though they could generate more value by promong new businesses.

35 Reusing Uppsala lens in cross-border M&As of emerging markets

Manish Popli and Francisco Figueira de Lemos

Risk can be managed by acquirers from emerging markets in their internaonal acquisions by

evoking the role of commitment.

43 Interorganizaonal imitaon and payment mode decisions in cross-border

acquisions

Ankita Chhabra and Manish Popli

Informaon asymmetry and bounded raonality induces acquirers to imitate the decisions of other

rms.

53 How do instuonal logics evolve over the merger process? A case in the public-

private urban planning sector

Anne Sophie Thelisson, Mickaël Géraudel, and Audrey Missonier

Facilitang the post-merger integraon process between organizaons requires that they combine

opposite instuonal logics through the creaon of a new authority, identy and legimacy

69 Interfaces for enterprise valuaon from a real opons lens

Jackson J. Tan

Variables that expand real opons models provide interfaces by which entrepreneurs may view

prospecve ventures, or resources.

81 Erratum