Bibliography and References

Note: we have organized this bibliography by chapter for ease of use, but many of the references apply to multiple chapters and even the entire subject. This is not intended to include a full listing of all the documents referenced in this book, but rather a list of materials that we recommend where you can find further information about a topic.

CHAPTER 1    The Need for Intelligence in Mergers and Acquisitions

  1. Angwin, D. (2007) Mergers and Acquisitions. Blackwell, Malden.
  2. Bekier, M.M., Bogardus, A.J., and Oldham, T. (2001) Why mergers fail. The McKinsey Quarterly, Number 4.
  3. Bower, J. (2001) Not all M&As are alike. Harvard Business Review, March/April.
  4. Bruner, Robert F. (2005) Deals From Hell: M&A Lessons that Rise above the Ashes. Wiley Hoboken.
  5. Cook, M. and Cook, C. (2001) Anticipating unconventional M&As: the case of Daimler Chrysler. Competitive Intelligence Magazine, Volume 4, Number 1, 19–22.
  6. Darveau, L. (2001) Forecasting an acquisition. Competitive Intelligence Magazine, January/February, Volume 4, Number 1, 13–17.
  7. Davidoff, Steven M. (2009) Gods at War: Shotgun Takeovers, Government by Deal, and the Private Equity Implosion. Wiley Hoboken.
  8. Ghadar, F. (2000) The dubious logic of global megamergers. Harvard Business Review, July/August.
  9. McGonagle, J.J. Jr. and Vella, C.M. (2003) A case for competitive intelligence. Information Management Journal, Volume 36, Number 4, 35–40.
  10. Miller, S. (2001) The urge to merge. Competitive Intelligence Magazine, January/February, Volume 4, Number 1, 3.
  11. Schweizer, P. (1996) The growth of economic espionage. Foreign Affairs, Volume 75, Number 1, 9–14.

CHAPTER 2    Business Intelligence

  1. Appel, E.J. (2011) Internet Searches for Vetting, Investigations, and Open-Source Intelligence. CRC Press, Boca Raton.
  2. Ashby, W.R. (1956) An Introduction to Cybernetics. Chapman & Hall, London.
  3. Bartram, P. (1998) The spying game. Director, Volume 51, Issue 9.
  4. Beer, S. (1972) Brain of the Firm: A Development in Management Cybernetics. McGraw-Hill, New York.
  5. Betts, R. (1978) Analysis, war and decision: why intelligence failures are inevitable. World Politics, Volume 31, Number 1, 61–89.
  6. Blenkhorn, D. and Fleisher, C. (2005) Competitive Intelligence and Global Business. Praeger Publishers, Westport, Connecticut.
  7. Brady, C. (1993) Intelligence failures: plus ça change. … Intelligence and National Security, Volume 8, Number 4.
  8. Brittin, M. (1991) How to Develop your Competitor Intelligence System: Five Case Studies. Headland Press, Cleveland.
  9. Cohen, W.M. and Levinthal, D.A. (1990) Absorptive capacity: a new perspective on learning and innovation, Administrative Science Quarterly, Volume 35, Number 1, 128–152.
  10. Day, G.S. and Schoemaker, P.J.H. (2006) Peripheral Vision: Detecting the Weak Signals that will Make or Break your Company. HBR Press.
  11. Dhar, V. and Stein, R. (1997) Seven Methods for Transforming Corporate Data into Business Intelligence. Prentice Hall, Upper Saddle River, New Jersey.
  12. Eels, R. and Nehemkis, P. (1984) Corporate Intelligence and Espionage: A Blueprint for Executive Decision Making. Macmillan Press, New York.
  13. Gates, B. (2000) Business @ the Speed of Thought: Succeeding in the Digital Economy. Business Plus Press, New York.
  14. Gilad, B. and Herring, J. (1996) The Art and Science of Business Intelligence Analysis. JAI Press, London.
  15. Gordon, I. (1989) Beat the Competition! – How to Use Competitive Intelligence to Develop Winning Business Strategies. Basil Blackwell, Oxford.
  16. Greene, R. (1966) Business Intelligence and Espionage. Dow Jones-Irwin, Homewood, Illinois.
  17. Kahaner, L. (1996) Competitive Intelligence – How to Gather, Analyse and Use Information to Move your Business to the Top. Simon & Schuster, New York.
  18. Kahneman, D. (2012) Thinking, Fast and Slow. Penguin, London.
  19. Kurtz, J. (2006) Business Wargaming. KappaWest, Laguna Hills, California.
  20. Lowenthal, M. (2003) Intelligence – From Secrets to Policy. CQ Press, Washington, D.C.
  21. Minelli, M., Chambers, M., and Dhiraj, A. (2013) Big Data, Big Analytics: Emerging Business Intelligence and Analytic Trends for Today's Businesses. Wiley, Hoboken.
  22. Salmon, R. and Linares, Y. (1999) Competitive Intelligence – Scanning the Global Environment. Economica, London.
  23. Schatzel, K, Iles, T. A., and Kiyak, T. (2005). A Firm's Technology Demand Receptivity: The Development of the Construct and a Conceptual Model. Journal of American Academy of Business Volume 7, Number 2, 1–6.
  24. Sharp, S. (2009) Competitive Intelligence Advantage: How to Minimize Risk, Avoid Surprises, and Grow Your Business in a Changing World. Wiley, Hoboken.
  25. Smith, P. (1970) Industrial Intelligence and Espionage. London Business Books Limited, United Kingdom.
  26. Waters, T.J. (2010) Hyperformance: Using Competitive Intelligence for Better Strategy and Execution. Jossey-Bass, San Francisco.
  27. West, C. (2001) Competitive Intelligence. Palgrave, Basingstoke, Hampshire.

CHAPTER 3    Designing the Acquisition Process

  1. Albizzatti, N.J., Christofferson, S.A., and Sias, D.L. (2005) Smoothing postmerger integration. McKinsey Quarterly, Autumn.
  2. DePamphilis, D. (2012) Mergers, Acquisitions, and Other Restructuring Activities. (6th Edition). Academic Press.
  3. Dinkin, D. and O'Connor, A. (2001) The big deal: getting M&A right from pre-deal through post-deal. Accenture – The Point, Volume 1, Issue 1, 1–6.
  4. Jaruzelski, B., Mueller, M., and Conway, P. (2011) The top 10 M&A fallacies and self-deceptions. Strategy + Business, November.
  5. Jemison, D. and Sitkin, S. (1986) Acquisitions: the process can be a problem. Harvard Business Review, March/April.
  6. Temple, P. and Perk, S. (2001) Mergers and Acquisitions. Routledge, London.

CHAPTER 4    Controlling the Advisors

  1. Golubov, A., Petmezas, D., and Travlos, N.G. (2012) When it pays to pay your investment banker: new evidence on the role of financial advisors in M&As. Journal of Finance, Volume 67, Issue 1, 271–311.
  2. Harding, D. and Rovit, R. (2004) Building deals on bedrock. Harvard Business Review, September.
  3. Henry, B.R. (1995) Antitrust and CI: notifying the government about a proposed merger, acquisition, or joint venture: the Hart-Scott-Rodino Act. Competitive Intelligence Review, Volume 6, Number 4, 67–69.
  4. Rankine, D. and Howson, P. (2006) Acquisition Essentials: A Step-By-Step Guide to Smarter Deals. FT Prentice Hall.
  5. Wasserstein, B. (2000) Big Deal 2000: The Battle for Control of America's Leading Corporations. Warner Books, New York.

CHAPTER 5    Identifying the Best Targets

  1. Chatterjee, S. (2008) The keys to successful acquisition programmes. Long Range Planning, December.
  2. Clark, P.J. and Mills, R.W. (2013) Masterminding the Deal: Breakthroughs in M&A Strategy & Analysis. Kogan Page Limited, London.
  3. Ferrer, C., Uhlaner, R., and West, A. (2013) M&A as competitive advantage. McKinsey Quarterly, August.
  4. Grant, R. (2005) Contemporary Strategy Analysis. Blackwell Publishing, Oxford.
  5. Henry, B.R. (1994) Antitrust and CI: mergers, acquisitions, and joint ventures. Competitive Intelligence Review, Volume 5, Number 2, 45–47.
  6. Hoffman, N.W. (2012) Mergers and Acquisitions Strategy for Consolidations: Roll Up, Roll Out, and Innovate for Superior Growth and Returns. McGraw-Hill, New York.
  7. Johnson, L. (2003) Bricks and mortar for a theory of intelligence. Comparative Strategy, Volume 22, 1–28.
  8. Lisle, C. and Bartlam, J. (1999) Can the target pass the competitive intelligence test? Mergers and Acquisitions, Volume 33, Number 4, 27–32.
  9. Porter, M. (1980) Competitive Strategy. Free Press, New York.
  10. Porter, M. (1987) From competitive advantage to corporate strategy. Harvard Business Review, May/June.

CHAPTER 6    The Best Defense

  1. Cadbury, D. (2010) Chocolate Wars: From Cadbury to Kraft: 200 Years of Sweet Success and Bitter Rivalry. Harper Collins, London.
  2. Gaughan, P. (2010) Mergers, Acquisitions, and Corporate Restructuring. (5th Edition). Wiley, Hoboken.
  3. Gelb, B.D., Saxton, M.J., Zinkhan, G.M., and Albers, N.D. (1991) Competitive intelligence: insights from executives. Business Horizons, January/February, 43–47.
  4. Hitt, M.A., Harrison, J.S., and Ireland R.D. (2001) Mergers and Acquisitions: A Guide to Creating Value for Stakeholders. Oxford University Press, Oxford.
  5. Weiss, A. (2003) The urge to merge – and the role of CI. Competitive Intelligence Magazine, Volume 6, Number 3, 11–14.

CHAPTER 7    Due Diligence

  1. Bacon, C. (2004) Next Generation Due Diligence. Mondaq Business Briefing, 1 October.
  2. Brady, C. and Lorenz, A. (2005) End of the Road: The True Story of the Downfall of Rover. FT/Pearson, Harlow.
  3. Bragg, S.M. (2009) Mergers and Acquisitions: A Condensed Practitioner's Guide. Wiley, Hoboken.
  4. Dishman, P. (2001) Two tools for M&A analysis. Competitive Intelligence Magazine, Volume 4, Number 1, 23–26.
  5. Grogan, N. and Christian, G. (2005) Access to documents in a competition context. Competition Law Journal, Volume 4, Issue 4.
  6. Hester, J. (2003) Corporate finance – integrity checks halt M&A deals. Accountancy Age, 6 November.
  7. Howson, P. (2003) Due Diligence – The Critical Stage in Mergers and Acquisitions. Gower Publishing Limited, Aldershot.
  8. Hussey, D. and Jenster P. (1999) Competitor Intelligence – Turning Analysis into Success. Wiley, Chichester.
  9. Janis, I.L. (1972) Victims of Groupthink: A Psychological Study of Foreign-Policy Decisions and Fiascoes. Houghton Mifflin, Boston.
  10. Kadlec, D.J. (2000) Masters of the Universe: Winning Strategies of America's Greatest Dealmakers. Collins, New York.
  11. Marrs, S. (2000) Inside story on trade secrets. ABA Journal, October, 77.
  12. McGonagle, J.J. Jr. and Vella. C.M. (1986) Competitive intelligence: plugging information voids. Mergers & Acquisitions, Volume 21, Number 1, 43–47.
  13. Nolan, J. (1999) Confidential: Uncover your Competitors' Top Business Secrets Legally and Quickly – and Protect your Own. HarperBusiness, New York.
  14. Ojala, M. (2006) Due diligence research. Online Magazine, March/April, 44–46.
  15. Pedneault, S., Rudewicz, F., and Silverstone, H. (2012) Forensic Accounting and Fraud Investigation for Non-experts. Wiley, Hoboken.
  16. Pettit, B. and Ferris, K. (2013) Valuation for Mergers and Acquisitions (2nd Edition). Pearson Education.
  17. Reid, T. (1985) Legal Industrial Espionage: A Sourcebook and Guide to Finding Company Information. Eurofi (UK), Northill.
  18. Sammon, W.L., Kurland, M.A., and Spitalnic, R. (1984) Business Competitor Intelligence: Methods for Collecting, Organizing, and Using Information. Wiley, Hoboken.
  19. Stewart, A. (2001) Applying competitive intelligence to mergers and acquisitions, pp. 149–158 in Managing Frontiers in Competitive Intelligence, Blenkhorn, D. and Fleisher, C. (eds), Quorum Books, Westport, Connecticut.
  20. Taleb, N. (2007) The Black Swan. Penguin, London.
  21. Whalley, M. (2000) International Business Acquisitions: Major Legal Issues and Due Diligence. Kluwer Law International, Boston.

CHAPTER 8    Valuation, Pricing, and Financing

  1. Arzac, E. (2005) Valuation for Mergers, Buyouts and Restructuring. Wiley, Hoboken.
  2. Bieshaar, H., Knight, J., and van Wassenaer, A. (2001) Deals that create value. The McKinsey Quarterly, Number 1.
  3. Copeland, T. and Koller, T. (2000) Valuations: Measuring and Managing the Value of Companies. Wiley, Hoboken.
  4. Evans, F. and Bishop, D. (2001) Valuation for M&A, Building Value in Private Companies. Wiley, Hoboken.
  5. Koller, T., Goedhart, M., and Wessels, D. (2005) Valuation: Measuring and Managing the Value of Companies, University Edition (4th Edition). Wiley, Hoboken.
  6. Sirower, M. (1999) Stock or cash? The trade-offs for buyers and sellers in mergers and acquisitions. Harvard Business Review, November/December.
  7. Springsteel, I. (1996) SHHHH! Information leaks are expensive for acquisition-minded firms, but they can be plugged. CFO, Volume 12, Issue 10.
  8. Whitaker, S. (2012) Mergers & Acquisitions Integration Handbook: Helping Companies Realize the Full Value of Acquisitions. Wiley, Hoboken.

CHAPTER 9    Negotiation and Bidding

  1. Bernhardt, D. and Eger, M. (1995) M&A and competitive intelligence. International Law Firm Management, Volume 12, 11–15.
  2. Brady, C. and Brady, T. (2000) Rules of the Game – Business: A Player's Guide. Prentice Hall, Harlow.
  3. Bris, A. (1998) When Do Bidders Purchase a Toehold? Theory and Tests, October. Available at SSRN: http://ssrn.com/abstract=139824.
  4. Bruner, R. (2004) Applied Mergers & Acquisitions, University Edition. Wiley, Hoboken.
  5. Carapeto, M., Moeller, S., Faelten, A., Vitkova, V., and Bortolotto, L. (2010) Distress resolution strategies in the banking sector: implications for global financial crises, in International Finance Review Volume 11: International Banking in the New Era: Post-Crisis Challenges and Opportunities, Kim, S.J. and McKenzie, M.D. (eds) Emerald, Bingley.
  6. De Smedt, S., Tortorici, V., and van Ockenburg, E. (2005) Reducing the risk of early M&A discussions. McKinsey Quarterly, Number 17, Autumn.
  7. Evans, E. (1998) Mastering Negotiation. Thorogood, London.
  8. Isaacs, R. (2004) A field day for spies: while a deal advances. Mergers & Acquisitions: The Deal Maker's Journal, 1 January.
  9. Moeller, S. and Carapeto, M. (2012) Acquiring distressed and bankrupt concerns, in The Handbook of Mergers and Acquisitions, Faulkner, D., Teerinkangas, S., and Joseph, R.J. (eds). Oxford University Press, Oxford.
  10. Rothberg, H.N. and Erickson, G.S. (2004) From Knowledge to Intelligence: Creating Competitive Advantage in the Next Exonomy. Butterworth-Heinemann, Oxford.
  11. Sun-Tzu (2002) The Art of War (trans. J. Minford). Penguin Books, London.

CHAPTER 10    Post-Deal Integration

  1. Ashkenas, R.N. and Francis, S. (2000) Integration managers: special leaders for special times. Harvard Business Review, November/December.
  2. Ashkenas, R.N., DeMonaco, L.J., and Francis, S.C. (1998) Making the deal real: how GE Capital integrates acquisitions, Harvard Business Review, January/February.
  3. Carey, D. (2000) Lessons from master acquirers: a CEO roundtable on making mergers succeed. Harvard Business Review, May/June.
  4. Clemente, M. and Greenspan, D. (1998) Winning at Mergers and Acquisitions. Wiley, Hoboken.
  5. Cooke, T. (1988) International Mergers and Acquisitions. Basil Blackwell, Oxford.
  6. Davis, D. (2012) M&A Integration: How To Do It – Planning and Delivering M&A Integration for Business Success. Wiley, Chichester.
  7. Davis, S. (2000) Bank Mergers: Lessons for the Future. Macmillan Press Ltd, Basingstoke.
  8. Donahue, K. (2001) How to ruin a merger: five people-management pitfalls to avoid. Harvard Management Update Article.
  9. Drucker, P. (1986) The Frontiers of Management: Where Tomorrow's Decisions are Being Shaped Today. Dutton Adult, New York.
  10. Galpin, T. and Herndon, M. (2000) The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level. Jossey-Bass, San Francisco.
  11. Gaughan, P. (2005) Mergers: What Can Go Wrong and How to Prevent It. Wiley, Hoboken.
  12. Haspeslagh, P.C. and Jemison, D.B. (1991) Managing Acquisitions: Creating Value Through Corporate Renewal. Free Press, New York.
  13. Lee, M. and Mirvis, P. (2001) Making mergers and acquisitions work: strategic and psychological preparation. The Academy of Management Executives, Volume 15, Number 2, 80–94.
  14. Moeller, S. (2009) Surviving M&A: Make the Most of Your Company Being Acquired. Wiley, Chichester.
  15. Siegenthaler, P.J. (2009) Perfect M&As: The Art of Business Integration. Ecademy Press, Penryn.
  16. Teerikangas, S., Very, P., and Pisano, V. (2011) Integration managers' value capturing roles and acquisition performance. Human Resource Management, September–October.
  17. Tetenbaum, T. (1999) Beating the odds of merger & acquisition failure: seven key practices that improve the chance for expected integration and synergies. Organizational Dynamics, Autumn, 22–35.
  18. Wharton Leadership Digest (2000) Leadership Interview: John Ross, Chief Executive of Deutsche Bank Americas, Volume 4, Number 6.
  19. Whitaker, S. (2012) Mergers & Acquisitions Integration Handbook: Helping Companies Realize the Full Value of Acquisitions. Wiley, Hoboken.

CHAPTER 11    Post-Deal Review

  1. Moeller, S. (2007) Case Studies in Mergers & Acquisitions. Pearson Custom Publishing, Harlow.
  2. Rehm, W., Uhlaner, R., and West, A. (2012) Taking a longer-term look at M&A value creation. McKinsey Quarterly, January.
  3. Simon, N.J. (2000) Managing the CI department: successful merger challenges. Competitive Intelligence Magazine, Volume 3, Number 4, 52–53.
  4. Sudarsanam, S. (2010) Creating Value from Mergers and Acquisitions (2nd edition). Pearson Education Limited, Harlow.

Websites

Note: websites are known to change and some require registration or subscription; the ones included here are most useful at the time of publication of this book in addition to those shown in the chapters.

www.aqm-e.com/ (Acquisitions Monthly)

www.aurorawdc.com (Aurora WDC)

www.marketing-intelligence.co.uk (AWARE)

www.corpfinworldwide.com (Corpfin Worldwide)

www.dealogic.com/investment-banking/ma-analytics (Dealogic Mergers & Acquisitions)

www.dowjones.com/factiva (Factiva)

www.factset.com/data/factset_data/factsetmergers (FactSet Mergerstat)

www.ma-monitor.co.uk (M&A Monitor)

www.mergermarket.com (Mergermarket.com)

www.pharmaceuticalalliance.com (Johnson & Johnson)

www.scip.org (Society of Competitive Intelligence Professionals)

www.reuters.com/finance/deals/mergers (Thomson Mergers)

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