HamillJ., ‘Strategic restructuring through international acquisitions and divestments’,Journal of General Management, Vol. 17, no. 1, 1991.
2.
LoveJ.H., and SoullerJ., ‘Successful growth by acquisition: the lessons of experience’,Journal of General Management, Vol. 15, no. 3, 1990.
3.
PorterM.E., ‘From competitive advantage to corporate strategy’,Harvard Business Review, May-June 1987.
4.
Love, and Scouller, op cit., p. 14.
5.
Hamill, op cit., p. 28.
6.
The Economist, 28 September 1991, pp. 19–20.
7.
McKinsey and Company Inc., ‘Shareholder value creation in major acquisition programmes’, mimeo, March 1988.
8.
Hamill, op cit., p. 29.
9.
MorganN.A., ‘Successful growth by acquisition’,Journal of General Management, Vol. 14, no. 2, 1988.
10.
Hamill, op cit., p. 29.
11.
Ibid, p. 42.
12.
Love, and Scouller, op cit., p. 5.
13.
Given the difficulties involved in running an international operation, it could be argued that the only important difference between international and domestic acquisitions is that shareholders ought to be even more suspicious of claims that their wealth will be increased in the case of the former.
14.
PetersT., and WatermanR.H., In Search of Excellence: Lessons from America's Best-run Companies, New York: Harper and Row,1982.
