Ana´ lisis de Evolucio´ n Tema´ tica en PUBMED

In order to increase the likability and measurability of the existing causal relationship of responsibility accounting on merger successes, literary based propositions were asked during the explorative interviews. Those propositions were aiming towards a confirmation tool in which an identification and uncovering of the existence of the relationship of responsibility accounting on merger successes, could be achieved. This section elaborates the overall propositions outcomes, and discusses some of the most striking pronunciations.

5.4.1 Relationship identified by research model statements

The previous empirical data analysis sections (sections 5.2 and 5.3) have shown an elaboration on both the quality of the responsibility accounting system and the merger attempt of this case study and overlapping themes. Those sections certainly tend towards a positive outcome of the existing relationship between both independent literary domains. In order to find confirmation on whether the adaptation and enforcement of an organisation its responsibility accounting mechanism has indeed a direct effect on merger successes, the researcher has drafted eleven theoretical propositions:

Ø Statement 1: I belief that if both strategic fit and organisational fit are explored/achieved, it can lead to (an increased) merger successes.

Ø Statement 2: I belief that an integration orientation (pre-assessment during the pre- acquisitions phase) towards organisational fit is indeed necessary before a deal can be made (transaction phase) in order to overcome problems in a later stage.

Ø Statement 3: I belief that a pre-orientation into both merging organisations their management accounting mechanism can support the overall organisational “fit” and it therewith provides a smoother integration process and contributes positive to the merger outcome.

Ø Statement 4: I belief that external factors such as market uncertainties and timing can have effect on a merger attempt, and therewith on a merger its success rate.

Ø Statement 5: I belief that stakeholder motives should be aligned in order to achieve merger successes.

Ø Statement 6: I do not belief in theestablished M&A phases provided by academic research, (pre- transaction and post-acquisition phase). They are just guidelines and especially in nowadays changing circumstances, an organisation should rely on their experiences.

Ø Statement 7: I belief that responsibility accounting (the delegation of responsibilities throughout an organisation) is a fundamental element on how an organisation organises themselves, and need to be set right. Otherwise they can become a problem for changing circumstances.

Ø Statement 8: I belief that the overall level of control (on both financial as operational) within organisations should be high in order to deal with uncertain processes such as M&A trajectories or organisational restructurings.

Ø Statement 9: I belief that there should be a clear agreement within organisations, regarding the usage of the responsibility accounting mechanism and therewith the allocated responsibilities, and how to use and frame those responsibilities (planning, allocation, control, price decisions etc.)

Ø Statement 10: I belief that if an organisation its structure is clear, responsibilities and its related responsibility center managers can be made clear, and level of control can therefore be handled.

Ø Statement 11: I belief that if responsibilities and roles are set clear throughout the organisation, a merger cancellation can be prevented.

In general, it can be stated that each of the theoretical propositions is positively received. Each of the interviewees acknowledges the intended relationship of responsibility accounting as one of the causations of the merger cancellation. No significant differences have been detected during the discussion of the eleven propositions in comparison with the previous sections data analysis sections. So, it can be concluded that the expected relationship as elaborated on in sections 5.2 and 5.3 is confirmed by the analysis of the above displayed theoretical propositions. Appendix C provides an in-depth elaboration on each of the propositions, whereby the most striking quotes and notable exceptions are underlined.

5.4.2 Conclusion regarding the existence of a positive relationship between the assignment of responsibilities and M&A trajectories

Based on the obtained insights gained by the propositions, but more importantly by the sections 5.2 and 5.3, the researcher is able to acknowledge the practical completeness of the proposed research model as shown in figure 4.1. Based on the conducted interviews it can be stated, that the expected relationship, based on this case study indeed in all likelihood exists. All interviewees have acknowledged that if responsibilities were assigned correct and were well regulated, the overall organisational changing circumstances could have been better managed. It can be therefore being stated that the findings as shown by the eleven propositions are likewise as the findings as shown in sections 5.2 and 5.3. and are therewith supportive towards the existence of the effect a fogy responsibility accounting mechanism can have on merger. However, the definition of responsibility and its related factors was hard to identify by this research. A majority of the interviewees could not give profound evidence on how high the impact of for example their level of control was on the overall responsibility accounting mechanism. Often the interviewees have acknowledged that the overall responsibility accounting mechanism lacked some authority, and that the overall system probably had contributed towards the cancellation decision. Based on the overall ambiguity of the responsibility accounting mechanism with the organisations involved, it can with precaution be stated that responsibility accounting, as depicted in the provisional research model (figure 4.1), cannot be measured in the factors specified therein. As the organisations and its employees see

the responsibility accounting system as an overarching whole of responsibility assignments and evaluation regulations.

By the propositions, not only the influence of responsibility accounting on the merger cancellation has been identified. Also factors which potentially could have effect merger successes provided by literature were questioned in order to identify their influence on the cancellation decision. Based on the interviews, it can be stated that for this particular case study, the impact of external factors was lower than expected, or not even applicable. Both organisations did business in the same kind of industry, and were subjected to the same external factors. Strong strategic fit and strong organisational fit is acknowledged as of importance, but hereby some of the interviewees point out, that those depend on the kind of merger. For this particular case study merger, organisational fit was of more importance than strategic fit. Especially the alignment of both organisations their management levels is acknowledged as an important fit issue which either is supportive to a merger success or is one of the reasons why a merger fails. Finally, the stakeholder motives were discussed, and were in combination with the responsibility accounting mechanism indicated as one of the mayor causations of the merger cancellation. Therefore, based in this particular case study research, it can be stated that due to a lack of clear responsibility assignments and delegation throughout the organisation, it was a struggle to distribute managerial expertise between both the daily operations, as well as the towards time consuming M&A process. In combination with the shareholder their influences, and organisational (management fit) issues, the merger eventually has been cancelled. With caution, it can therefore be stated that if responsibilities were set clear, were well regulated, and were delegated throughout the whole organisation, bottlenecks such as for example the fragmentized presence of the management as explained in this chapter could have been avoided.