Mergers in UK Law

  • PUBLIC CONTROL OF MERGERS
    • Núm. 28-6, Noviembre 1965
    • The Modern Law Review
  • VERTICAL MERGERS AND MARKET FORECLOSURE
    • Antitrust Law and Economics
    • 445-458
    In recent years, antitrust officials have recognized that vertical arrangements can cause competitive harm through two routes: first, they can facilitate collusion among rivals, and second, they ca...
  • Psychological Attributes of Mergers — Part 1
    • Núm. 82-7/8, Julio 1982
    • Industrial Management & Data Systems
    • 22-24
    The reasons why mergers have a hazy, hostile or indifferent image in the minds of many otherwise rational people will not allow superficial, simple or easy explanations. As a business activity, in ...
  • Employee Relations in Mergers and Acquisitions
    • Núm. 15-4, Abril 1993
    • Employee Relations
    • 47-64
    The human aspects of mergers and acquisitions receive less emphasis than the more easily controlled financial aspects. A review of the existing literature and research suggests that mergers and acq...
  • The employment law implications of charity mergers
    • Núm. 23-3, Junio 2001
    • Employee Relations
    • 271-289
    Examines the employment law implications for charities considering merger. Considers the employment law problems that are involved in charity mergers and the different strategies that have been emp...
  • THE CAUSES AND EFFECTS OF MERGERS
    • Núm. 22-2, Junio 1975
    • Scottish Journal of Political Economy
  • THE MONOPOLIES COMMISSION AND HIGH STREET MERGERS*
    • Núm. 18-1, Febrero 1971
    • Scottish Journal of Political Economy
  • HR’s role in mergers and acquisitions
    • Núm. 6-3, Marzo 2007
    • Strategic HR Review
    • 3-3
    Karen Lindquist, director at MCE, discusses the opportunities for HR to act as a strategic partner during mergers and acquisitions.
  • Psychological Attributes of Mergers — Part 2
    • Núm. 82-9/10, Septiembre 1982
    • Industrial Management & Data Systems
    • 22-26
    The merger brokers' task is to use his skills so as not to allow superficial attitudinising by the negotiating parties to solidify into rigid postures; because if they do, that is the end of the af...
  • How to manage compensation and benefits during mergers
    • Núm. 6-3, Marzo 2007
    • Strategic HR Review
    • 5-5
    Many mergers and acquisitions are not successful because of HR‐related issues. Despite being critical for success, the compensation and benefits (C&B) implications of the merger are often not c...
  • See all results

VLEX uses login cookies to provide you with a better browsing experience. If you click on 'Accept' or continue browsing this site we consider that you accept our cookie policy. ACCEPT