A Comparative Anatomy of Two Cross-Border Acquisitions by Teva Pharmaceutical Industries

Shlomo Yedidia Tarba; Tamar Almor; Haim Benyamini

doi:10.1108/S1479-361X(2012)0000010008

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Advances in Mergers & Acquisitions

ISSN: 1479-361X
Series editor(s): Sydney Finkelstein and Cary Cooper

Subject Area: Strategy

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A Comparative Anatomy of Two Cross-Border Acquisitions by Teva Pharmaceutical Industries

Document Information:
Title:	A Comparative Anatomy of Two Cross-Border Acquisitions by Teva Pharmaceutical Industries
Author(s):	Shlomo Yedidia Tarba, Tamar Almor, Haim Benyamini
Volume:	10 Editor(s): Cary L. Cooper, Sydney Finkelstein ISBN: 978-1-78052-196-1 eISBN: 978-1-78052-197-8
Citation:	Shlomo Yedidia Tarba, Tamar Almor, Haim Benyamini (2012), A Comparative Anatomy of Two Cross-Border Acquisitions by Teva Pharmaceutical Industries, in Cary L. Cooper, Sydney Finkelstein (ed.) Advances in Mergers and Acquisitions (Advances in Mergers & Acquisitions, Volume 10), Emerald Group Publishing Limited, pp.75-102
DOI:	10.1108/S1479-361X(2012)0000010008 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Article type:	Chapter Item
Abstract:	Management researchers and practitioners point out that integration processes during the post-merger integration period are critical to synergistic effects and performance of the merged companies over time. However, the relation between the post-merger integration process, synergy potential exploitation, and its influence on M&A deal success, especially in the case of international M&A, is not clear. Moreover, the results of empirical studies are inconsistent and even contradictory. This chapter adds to the existing body of knowledge by developing a model, based on the analysis of the acquisition by Teva Pharmaceuticals of the Hungarian Biogal and of the Dutch Pharmachemie. The model addresses the key factors such as the effect of corporate culture differences, and synergy potential between the acquiring and acquired firms on the international M&A performance.