Building On His Groundbreaking Research First Cited In Business Week, Mark L. Sirower Explains How Companies Often Pay Too Much - And Predictably Never Realize The Promises Of Increased Performance And Competitiveness - In Their Quest To Acquire Other Companies. Armed With Extensive Evidence, Sirower Destroys The Popular Notion That The Acquisition Premium Represents Potential Value. He Provides The First Formal And Functional Definition For Synergy - The Specific Increases In Performance Beyond Those Already Expected For Companies To Achieve Independently. Sirower's Refreshing Nuts-and-bolts Analysis Of The Fundamentals Behind Acquisition Performance Cuts Sharply Through The Existing Folklore Surrounding Failed Acquisitions, Such As Lack Of Strategic Fit Or Corporate Culture Problems, And Gives Managers The Tools To Avoid Predictable Losses In Acquisition Decisions. The Synergy Trap Is The First Expose Of Its Kind To Prove That The Tendency Of Managers To Succumb To The Up The Ante Philosophy In Acquisitions Often Leads To Disastrous Ends For Their Shareholders. Sirower Shows That Companies Must Meticulously Plan - And Account For Huge Uncertainties - Before Deciding To Enter The Acquisition Game. 1. Introduction: The Acquisition Game -- 2. Can You Run Harder? Synergy -- 3. Do You Feel Lucky? The Acquisition Premium -- 4. Tools And Lessons For The Acquisition Game -- 5. Acquirer Performance And Risk Taking -- 6. Methodology -- 7. Discussion Of Results -- 8. Implications Of The Analysis -- App. A.a Review And Critique Of Prior Research On Mergers And Acquisitions -- App. B. Detailed Results Of The Analysis In Part 2 -- App. C. Sample And Descriptions Of Targets And Acquirers Used In The Analysis. Mark L. Sirower. Based On The Author's Thesis (doctoral--columbia University) Includes Bibliographical References (p. 225-273) And Index.

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