Do bank mergers have hidden or foregone value? realized and unrealized operating synergies in one bank merger
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Publication:2566061
DOI10.1016/j.ejor.2004.05.002zbMath1131.90421OpenAlexW2009867146MaRDI QIDQ2566061
Timothy J. Rupert, H. David Sherman
Publication date: 22 September 2005
Published in: European Journal of Operational Research (Search for Journal in Brave)
Full work available at URL: https://doi.org/10.1016/j.ejor.2004.05.002
Management decision making, including multiple objectives (90B50) Case-oriented studies in operations research (90B90)
Related Items (5)
Linking customer satisfaction, employee appraisal, and business performance: an evaluation methodology in the banking sector ⋮ Assessing bank efficiency and performance with operational research and artificial intelligence techniques: a survey ⋮ Estimation of potential gains from mergers in multiple periods: a comparison of stochastic frontier analysis and data envelopment analysis ⋮ Measuring and decomposing productivity change in the presence of mergers ⋮ An integrated performance evaluation of financial holding companies in Taiwan
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