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Merger as a Response to Organizational Interdependence

Jeffrey Pfeffer
Administrative Science Quarterly
Vol. 17, No. 3 (Sep., 1972), pp. 382-394
DOI: 10.2307/2392151
Stable URL: http://www.jstor.org/stable/2392151
Page Count: 13
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Merger as a Response to Organizational Interdependence
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Abstract

Merger is one possible strategy for an organization to employ in managing environmental interdependence. Three types of merger are identified-those which (1) reduce symbiotic interdependence; (2) reduce commensalistic or competitive interdependence; and (3) diversify and avoid previous interdependencies. In an examination of patterns of industrial merger behavior, a strong association between patterns of resource exchange and patterns of merger activity is apparent. Competitive mergers and diversification are also considered. An analysis of merger activity also permits an explanation of variations in the profitability of acquired firms prior to acquisition.

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