2.1 Characteristics of the sample
2.2 Motives for M&As in European firms: secondary data versus primary data
3.1 Relative importance of strategic motives for international acquisition by UK companies
3.2 Factor analysis of strategic motives for CBM&As
3.3 Strategic motives for international acquisitions: origin of the target firm
3.4 Strategic motives for international acquisitions: sector of acquisition
3.5 Strategic motives for international acquisitions: performance of target firms
5.1 Comparison of the Sany Heavy Industry Group and Putzmeister in 2011
9.1 Descriptive statistics and correlations matrix
9.2 Results of multiple regression analysis for post-merger identification
9.3 Results of regression analysis for testing Hypothesis 5
11.1 Definition of the term ‘cultural due diligence’
11.2 Differences in HP’s and Compaq’s corporate cultures
13.1 Why, when (1), when (2), and how does experience matter?
14.1 A comparison of a financial call and real option to expand
14.2 Basic methods of calculating abnormal returns for stocks and bonds
14.3a Selected key studies on the value creation of strategic alliances
14.3b Other studies on the value creation of strategic alliances