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Processes adopted to integrate intangible resources in global acquisitions among container lines: Perceptions of acquirers and the acquired


Sigera, L and Cahoon, S, Processes adopted to integrate intangible resources in global acquisitions among container lines: Perceptions of acquirers and the acquired, Full papers of the International Association of Maritime Economists- Annual Conference (IAME 2011), 25-28 October 2011, Santiago, Chile, pp. 1-21. (2011) [Refereed Conference Paper]

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Copyright 2011 IAME

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This paper is based on an empirical study conducted during July-August 2010 researching how intangible resources were integrated in six global acquisitions among container lines. The nine senior managers representing global container lines based in Sri Lanka were the main participants of this study. Five of them represented an acquired container line, and four represented the acquirer container line. The paper explains their experiences of the processes adopted to integrate intangible resources during acquisitions. The processes adopted to integrate intangibles resources are categorised into two subgroups - task integration and human integration. The paper suggests that the success of a merger or acquisition depends on successful execution of these two sub processes. This empirical study focuses on identifying the occurrence of these processes in the acquisitions between global container lines during the last two decades. Further, the paper discusses the contribution of intangible resources to post organisational and economic performance of the merged or acquired container lines. In the paper, organisational performance refers to the level of success of human integration while economic performance discusses the market performance of the container lines after the merger or acquisition.

The paper has six sections. The first section introduces the topic and provides the context of the research. Section 2 explains the aims and objectives of the paper and identifies the processes adopted by container lines to integrate intangible resources and achieve post strategic co-operation and both organisational and economic performance. Section 3 provides a comprehensive literature review of mergers and acquisitions among container lines and the contribution of intangible resources to the performance of container lines. Section 4 discusses the issues that may arise when intangible resources are not fully integrated.

Section 5 discusses the empirical study conducted including the stratified sampling method, the question dimensions used for the in-person interviews, and the profile of the sample. Section 6 concludes the paper by identifying the importance of developing processes to integrate intangible resources during a merger or acquisition and the contribution to post M&A performance that can be achieved by the appropriate integration of intangible resources. Limitations of the research and opportunities for future research are also discussed.

Item Details

Item Type:Refereed Conference Paper
Keywords:merger and acquisitions, intangible resources, container lines, empirical study
Research Division:Commerce, Management, Tourism and Services
Research Group:Strategy, management and organisational behaviour
Research Field:Organisation and management theory
Objective Division:Transport
Objective Group:Water transport
Objective Field:Coastal sea freight transport
UTAS Author:Sigera, L (Mr Liyanage Sigera)
UTAS Author:Cahoon, S (Associate Professor Stephen Cahoon)
ID Code:76907
Year Published:2011
Deposited By:NC Ports and Shipping
Deposited On:2012-03-14
Last Modified:2018-03-08

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