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Biais cognitifs du dirigeant, conséquences et facteurs de renforcement lors de fusions-acquisitions : synthèses et illustrations

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Corporate Finance and Governance Decision-Making and Behavioral Economics Leadership, Behavior, and Decision-Making Studies

Abstract

Mergers and acquisitions generally lead to disappointing results. In this article, we give a complementary explanation of these bad results by focusing on a specific actor:the CEO of the purchasing company. In particular, this research addresses two questions:(1) What mistakes (related to cognitive biases) are made by the managers of purchasing companies during mergers and acquisitions ? (2) Given the context and characteristics of specific acquisitions, what factors increase the risk of mistakes by managers ?

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References

1975Judgment under Uncertainty: Heuristics and Biases 2017A Theory of Cognitive Dissonance 1983Judgement under Uncertainty: Heuristics and Biases 1986The Hubris Hypothesis of Corporate Takeovers 1982Groupthink : psychological studies of policy decisions and fiascoes 1975Self-serving biases in the attribution of causality: Fact or fiction?1972Victims of Groupthink 1989Management entrenchment

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