• Management & Information Systems Review
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• v.6
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• pp.117-135
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• 2001

This study investigates whether the post-merger bad performance of merging firms was caused by the increase of cost and which cost is responsible for that, if it were. To do this, it is investigated whether there is any difference in terms of cost between pre-merger versus post-merger firms. Also the comparison of cost is used between merging firms and non-merging control groups. The finding is that the merging firms have a bigger cost than the non-merging control group and the post-merger firms have a bigger cost than the pre-merger firms. Especially labor cost to revenue and depreciation cost to revenue are statistically very different among them. Thus it is suggested that there are inefficiency of manpower and assets.

• Nuclear industry
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• v.29 no.7
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• pp.58-60
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• 2009

시험 검사 인증 기술 컨설팅 분야의 세계적인 서비스 기업인 T$\ddot{U}$V S$\ddot{U}$D 그룹의 한국 법인인 T$\ddot{U}$V S$\ddot{U}$D Korea가 최근 원자력 기기 및 시스템 설계 엔지니어링 기업인 (주)GNEC를 인수, 합병하면서 국내 원자력 시장에 성큼 진출하는 한편 우리나라 원자력사업의 해외 시장 진출을 적극적으로 도울 계획을 세우고 있다. 라이너 블록 사장은 GNEC 인수 후 기자회견을 통해 "원자력 기기 및 설계, 교육 및 엔지니어링 서비스 등 관련 기술 지원에 앞장서 국내 에너지 산업의 활성화에 앞장서는 것을 물론 국내 원자력 산업의 해외 진출을 지원하면서 중국, 인도 및 중국 등 아시아 시장에 적극 진출할 것" 이라고 말하고 "원전 관련 기술을 갖고 있는 다른 기업에 대해서도 향후 인수 합병(M&A)에 나설 계획"이라고 밝혔다. T$\ddot{U}$V S$\ddot{U}$D Korea가 GNEC 인수를 마무리한 시점인 지난 10월 19일, 한강이 내려다보이는 여의도 대한생명 63빌딩 12층 T$\ddot{U}$V S$\ddot{U}$D Korea 사장실에서 라이너 블록 사장을 만났다. 인터뷰 자리에는 이번 GNEC 합병에 큰 역할을 한 김두일 T$\ddot{U}$V S$\ddot{U}$D 고문이 배석하여 인터뷰를 도왔다.

• Venture DIGEST
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• s.86
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• pp.14-15
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• 2005

상생의 발전을 위한 기업의 인수∙합병은 적자생존의 경쟁 시장에서 유용한 전략으로 평가받고 있다. 정부의 벤처기업 M&A 활성화 정책이 발표되면서 제도적 보완은 상당 부분 진전된 가운데, 건전한 M&A 시장 정착을 위해 벤처기업이 갖추어야 할 자세와 전략은 무엇인지 짚어본다.

• The Journal of Society for e-Business Studies
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• v.19 no.1
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• pp.95-118
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• 2014

The information technologies industry is now experiencing a rebirth of strong stable growth. However, very few studies have examined performance implications of strategic alliance or merger and acquisition from a knowledge-based view. Furthermore, none of these studies have investigated resource complementarities and alliance or merger and acquisition motive as potential sources of firm performance. This paper extends upon current knowledge-based literature to discover and explore linkages between resource complementarities and firm performance of strategic alliances or merger acquisitions. This study finds that strategic alliance and merger and acquisition announcements have provided abnormal positive returns of production alliances and merger and acquisition. This study can be used as a stepping stone for selection of strategic alliance or merger and acquisition.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.10 no.3
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• pp.85-97
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• 2015

This study examined the effects of outside directors and CEO duality on acquisition strategies and performance of Korean firms in high-technology industry. Based on the resource dependence theory, we focused on the service and resource-dependence roles from board of directors in the process of decision-making of acquisition strategies. In addition, CEO opportunism behavior rises when CEO serves as chairperson of board and induces the negative effects on acquisition performance. Specifically, we investigated the interaction effects between outside directors ratio and CEO duality. For the period of 2004 to 2012, 246 acquisitions of Korean firms in high-technology industry were analyzed to test our intended hypotheses. Our results indicate that there exist positive relationship between outside director ratio and acquisition performance for Korean high-technology firms. Negative associations prevail between CEO duality and performance consequences of acquisitions. While outside director ratio has a positive effect on acquisition performance when there is a presence of CEO duality, negative effect prevail for outside director ratio on acquisition performance in the absence of CEO duality position to hold our interaction hypothesis. The favor of dual structure can be explained with implications referring to unity of command and strong leadership driven from CEO duality that enhances the resource dependence roles of board of directors in the context of high-technology industry acquisition behaviors rendered by Korean firms.

• Management & Information Systems Review
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• v.35 no.2
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• pp.83-97
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• 2016

The purpose of this study is to evaluate our system and consider how the tax rules on corporate reorganization and asset adjustment account can be improved. The scope of this study includes the Korean tax rules on corporate reorganizations, as well as key tax benefits provided by the Special Tax Treatment Control Act. In case of Korea, The relevant regulations and system of taxation respecting the merger has been made the rapid progress in several respects in this situation, there are capable of improvement. This paper suggests improve some problems on tax avoidance abusing incomplete tax law. First, the asset adjustment account is the difficulty that it needs to follow-up during this period of time, as well as the complexity of the accounting and tax adjustments on the practice. If it is permitted to succeed asset-liability as market value, the complexity of asset adjustment account in corporate tax accounting also disappear. Second, in case that controlling shareholders possess more than 20% of merged entity, they could not get the tax deferral until after the time of two years has elapsed. It needs to further alleviate the merged entity ratio than the present level. Finally, after the merger it will be to strengthen the surveillance provisions of five years from the current two years. In addition, continuity of shareholder's requirements and business requirements, it is also necessary to strengthen the requirements of the follow-up provided by a separate regulation.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.16 no.6
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• pp.241-248
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• 2021

Firms have many ways to expand their businesses including M&A. Big companies in online and offline businesses show different ways of expansion with different objectives to expand their digital businesses quickly. Expansions for technical reasons are to acquire technologies they do not have while those for business reasons are M&A for offline companies to have competence in markets by acquiring online companies. Other ways of expansions include spin-off and group participation after investments for startups. Various ways of expansions are chosen because they are optimal choices depending on situations the companies face, and they have different strengths and weaknesses. To analyze the strengths and weaknesses of those options for expansion at this stage would be academically valuable, and also practically meaningful in terms of providing insights for companies' decision making in choosing opitions for expansions. M&A of online companies to make multi-channels by offline companies have risks of failing to internalize online companies and have enough synergy effects. Also, spin-off is a relatively less risky way of expansion while the speed of expansion is slower than establishing external startups with some shares of equity and making them as affiliated companies. External startups are good for speed of expansion while there are risks of legal regulations and negative awareness by the public.

• Journal of Intelligence and Information Systems
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• v.26 no.3
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• pp.51-69
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• 2020

Now, it is a stylized fact that a small number of technology firms such as Apple, Alphabet, Microsoft, Amazon, Facebook and a few others have become larger and dominant players in an industry. Coupled with the rise of these leading firms, we have also observed that a large number of young firms have become an acquisition target in their early IPO stages. This indeed results in a sharp decline in the number of new entries in public exchanges although a series of policy reforms have been promulgated to foster competition through an increase in new entries. Given the observed industry trend in recent decades, a number of studies have reported increased concentration in most developed countries. However, it is less understood as to what caused an increase in industry concentration. In this paper, we uncover the mechanisms by which industries have become concentrated over the last decades by tracing the changes in industry concentration associated with a firm's status change in its early IPO stages. To this end, we put emphasis on the case in which firms are acquired shortly after they went public. Especially, with the transition to digital-based economies, it is imperative for incumbent firms to adapt and keep pace with new ICT and related intelligent systems. For instance, after the acquisition of a young firm equipped with AI-based solutions, an incumbent firm may better respond to a change in customer taste and preference by integrating acquired AI solutions and analytics skills into multiple business processes. Accordingly, it is not unusual for young ICT firms become an attractive acquisition target. To examine the role of M&As involved with young firms in reshaping the level of industry concentration, we identify a firm's status in early post-IPO stages over the sample periods spanning from 1990 to 2016 as follows: i) being delisted, ii) being standalone firms and iii) being acquired. According to our analysis, firms that have conducted IPO since 2000s have been acquired by incumbent firms at a relatively quicker time than those that did IPO in previous generations. We also show a greater acquisition rate for IPO firms in the ICT sector compared with their counterparts in other sectors. Our results based on multinomial logit models suggest that a large number of IPO firms have been acquired in their early post-IPO lives despite their financial soundness. Specifically, we show that IPO firms are likely to be acquired rather than be delisted due to financial distress in early IPO stages when they are more profitable, more mature or less leveraged. For those IPO firms with venture capital backup have also become an acquisition target more frequently. As a larger number of firms are acquired shortly after their IPO, our results show increased concentration. While providing limited evidence on the impact of large incumbent firms in explaining the change in industry concentration, our results show that the large firms' effect on industry concentration are pronounced in the ICT sector. This result possibly captures the current trend that a few tech giants such as Alphabet, Apple and Facebook continue to increase their market share. In addition, compared with the acquisitions of non-ICT firms, the concentration impact of IPO firms in early stages becomes larger when ICT firms are acquired as a target. Our study makes new contributions. To our best knowledge, this is one of a few studies that link a firm's post-IPO status to associated changes in industry concentration. Although some studies have addressed concentration issues, their primary focus was on market power or proprietary software. Contrast to earlier studies, we are able to uncover the mechanism by which industries have become concentrated by placing emphasis on M&As involving young IPO firms. Interestingly, the concentration impact of IPO firm acquisitions are magnified when a large incumbent firms are involved as an acquirer. This leads us to infer the underlying reasons as to why industries have become more concentrated with a favor of large firms in recent decades. Overall, our study sheds new light on the literature by providing a plausible explanation as to why industries have become concentrated.

• 한국IT서비스학회:학술대회논문집
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• 2008.05a
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• pp.397-402
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• 2008

최근에 기업 인수/합병은 경영환경의 불확실성과 심화된 글로벌 경쟁으로 선진기업들의 생존과 경쟁력 강화를 위한 긍정적 수단으로 빠르게 인식되어 가고 있으며, 많은 사례의 M&A시 시너지를 극대화 시키기 위해 기업간 정보시스템 통합이 이루어지고 있지만 통합 IS 구축 실패가 부각되고 있다. 이에 본 연구에서 M&A시 두 기업의 차이점이 성공적인 시스템 구축에 미치는지 영향을 연구하였다. 향후 발생할 M&A에 따른 통합 IS 구축 시 유의하게 고려해야 되는 주요한 기업간의 차이점을 파악하여 성공적인 시스템 구축에 기여할 것으로 기대된다.

• The Journal of Society for e-Business Studies
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• v.25 no.1
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• pp.215-228
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• 2020

M&As are continuing to grow globally and are expected to increase in the future. With the fourth industrial revolution and the strengthening of neo-protection trade between countries, technology is cited as the core of national competitiveness, and the trend of M&A's increase, which is aimed at securing technology, is expected to continue. However, the risk of technology leakage, which is difficult to determine clearly illegally in the process of M&A, is still growing, and there is not enough prevention or response to this problem. the purpose of this paper was to divide the M&A process into seven stages and to ensure that important information of the enterprises during M&A between the countries and the domestic companies was not leaked unfairly, and each step analyzed the risk factors and causes of the leakage of important information in the M&A process and presented a risk-specific management plan for minimizing the leakage of important information based on the importance of the risk factors. Companies that pursue M&A in the future will reflect the M&A step-by-step risk and risk management measures derived based on case analysis and expert surveys. I hope to use risk management measures to help minimize unintentional leakage of important corporate information into the outside.