Volume 25, Issue 3, February 2019, Pages 948–963
Godfred Yaw Koi-Akrofi1, Joyce Koi-Akrofi2, Daniel Adjei Odai3, and Eric Okyere Twum4
1 Senior Lecturer, Department of Information Technology, University of Professional Studies, Accra (UPSA), Accra, Ghana
2 Programmes Manager, Vodafone Ghana, Accra, Ghana
3 Telecom Engineer, Vodafone Ghana, Accra, Ghana
4 Systems Administrator, AccuID Biometrics Ltd. (MoFEP Project), Ghana
Original language: English
Copyright © 2019 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
The general objective of this work was to contribute to the general body of knowledge and research work in the area of post-merger and acquisition organizational performance and performance improvement in the Telecommunications industry. Again, it was also aimed at coming out with conceptual and theoretical frameworks that could be helpful to mergers and acquisition researchers and Telecommunications global firms who acquire Telecommunications companies in Africa or emerging markets, to ensure continuous performance improvement in the short to long term. This work employed purely secondary data from mergers and acquisitions literature and author’s personal experiences of mergers and acquisitions to come out with frameworks. Four theoretical frameworks were developed from the conceptual framework. Each of the theoretical frameworks can be used to determine post-merger and acquisition organizational performance from the perspective of the employee, the customer, and the non-customer. The theories behind the frameworks have also been discussed thoroughly. These frameworks can be employed by any researcher who would like to research into post-merger and acquisition organizational performance.
Author Keywords: merger, acquisition, framework, performance, organizational.
Godfred Yaw Koi-Akrofi1, Joyce Koi-Akrofi2, Daniel Adjei Odai3, and Eric Okyere Twum4
1 Senior Lecturer, Department of Information Technology, University of Professional Studies, Accra (UPSA), Accra, Ghana
2 Programmes Manager, Vodafone Ghana, Accra, Ghana
3 Telecom Engineer, Vodafone Ghana, Accra, Ghana
4 Systems Administrator, AccuID Biometrics Ltd. (MoFEP Project), Ghana
Original language: English
Copyright © 2019 ISSR Journals. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract
The general objective of this work was to contribute to the general body of knowledge and research work in the area of post-merger and acquisition organizational performance and performance improvement in the Telecommunications industry. Again, it was also aimed at coming out with conceptual and theoretical frameworks that could be helpful to mergers and acquisition researchers and Telecommunications global firms who acquire Telecommunications companies in Africa or emerging markets, to ensure continuous performance improvement in the short to long term. This work employed purely secondary data from mergers and acquisitions literature and author’s personal experiences of mergers and acquisitions to come out with frameworks. Four theoretical frameworks were developed from the conceptual framework. Each of the theoretical frameworks can be used to determine post-merger and acquisition organizational performance from the perspective of the employee, the customer, and the non-customer. The theories behind the frameworks have also been discussed thoroughly. These frameworks can be employed by any researcher who would like to research into post-merger and acquisition organizational performance.
Author Keywords: merger, acquisition, framework, performance, organizational.
How to Cite this Article
Godfred Yaw Koi-Akrofi, Joyce Koi-Akrofi, Daniel Adjei Odai, and Eric Okyere Twum, “ORGANIZATIONAL PERFORMANCE MEASUREMENT FRAMEWORKS: THE CASE OF AN ACQUIRED TELECOMS COMPANY,” International Journal of Innovation and Applied Studies, vol. 25, no. 3, pp. 948–963, February 2019.
