Organisatorische Gestaltung in der Post Merger Integration by Sven Hackmann

By Sven Hackmann

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Vgl. zu anderen Klassifizierungen bspw. Bauch [Integration 2004], S. ; Wirtz [Mergers 2003], S. ; Dabui [postmerger-Management 1998], S. ; Bühner [Erfolg 1990], S. 5ff. Grundlegung 16 Ausbau der Erfolgspotenziale zur Sicherung der weiteren Unternehmungsentwicklung angestrebt. Wesentlicher Inhalt der wirtschaftlichen Ziele ist die Erreichung von Synergieeffekten. S9 Synergien sind eine bedeutende Quelle von Wertsteigerungen und entstehen als überproportionale Vorteilseffekte durch die Zusammenfassung und Koordination vorher getrennt durchgeführter Einzelaktivitäten (sog.

35. Vgl.

160 Ferner sind Untemehmungszusammenschlüsse in Fällen von häufig wiederkehrenden und spezifischen Transaktio- 154 155 156 157 158 159 160 Vgl. Picot [Transaktionskostenansatz 1982], S. 270. Vgl. zu der Unterscheidung von externen und internen Transaktionskosten Richter [Institutionenökonomik 1998], S. 323ff. Vgl. Williamson [Transaction-Cost 1979], S. 236 sowie Williamson [Transaktionskostenökonomik 1996], S. 13. Vgl. PicotJReichwaldlWigand [Unternehmung 2003], S. 51. Vgl. Coase [Firm 1937]. Vgl.

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