Competing For Advantage. Part III – Creating Competitive Advantage Chapter 9 – Acquisition and Restructuring Strategy. The Strategic Management Process. Insert Figure 1.6. Mergers, Acquisitions, and Takeovers: What Are the Differences?. Key Terms
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Part III – Creating Competitive Advantage
Chapter 9 – Acquisition and Restructuring Strategy
Insert Figure 1.6
Insert Table 9.1
Insert Figure 9.2
What are the ethical issues associated with takeovers, if any? Are mergers more or less ethical than takeovers? Why or why not?
One of the outcomes associated with market power is that the firm is able to sell its good or service above competitive levels. Is it ethical for firms to pursue market power? Does your answer differ based on the industry in which the firm competes? For example, are the ethics of pursuing market power different for firms producing and selling medical equipment compared with those producing and selling sports clothing?
What ethical considerations are associated with downsizing decisions? If you were part of a corporate downsizing, would you feel that your firm had acted unethically? If you believe that downsizing has an unethical component to it, what should firms do to avoid using this technique?
What ethical issues are involved with conducting a robust due-diligence process?
Some evidence suggests that there is a direct relationship between a firm’s size and the level of compensation its top executives receive. If this is so, what inducement does this relationship provide to top-level managers? What can be done to influence this relationship so that it serves shareholders’ best interests?