An empirical study of the role of management accounting systems following takeover or merger

This paper describes the findings of an empirical study of the management control relationships established between acquiring and acquired companies during the first two post-acquisition years. In particular it considers: how important MAS became; how they were modified in different styles of acquisition; and the dysfunctional effects of change. It concludes that accounting-type controls probably played a much more important role than is generally acknowledged and that inappropriate changes in MAS caused considerable undesirable effects.