Abstract
Part I provides an overview of the acquisition landscape, including
a brief history of the prevalence and success of acquisitions
as well as an analysis of acquisitions today. Part II outlines
the acquisition process and highlights the importance and dynamics
of decision making, both in principle and in practice. Part
III explores two theories of acquisitive strategy driving CEO decision
making: value enhancement and private interest. Part IV
analyzes the implications of CEO personality and psychological
drivers on acquisition strategy and decision making. This article
argues that CEO traits are central decision drivers, but that no
particular set of traits can predict or determine the viability of an
acquisition. Further, current mechanisms aimed at protecting
against CEO greed remain insufficient to prevent the consummation
of bad deals. The board of directors must understand and
systematically consider the impact of specific drivers, facing the
acquisition decision with higher scrutiny for CEOs exhibiting
multiple drivers or drivers with particular likelihood to impact
the acquisition's return on investment.
Recommended Citation
Jennifer E. Wuebker,
What's Driving Acquisitions? An In-Depth Analysis of CEO Drivers Determining Modern Form Acquisition Strategy,
50
U. Rich. L. Rev.
9
(2016).
Available at:
https://scholarship.richmond.edu/lawreview/vol50/iss5/4
Included in
Antitrust and Trade Regulation Commons, Commercial Law Commons, Law and Economics Commons