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dc.contributor.authorMartin, James; Schrum, Janiceen_US
dc.dateAugust 2006en_US
dc.date.accessioned2014-11-14en_US
dc.date.accessioned2018-11-02T14:38:11Z
dc.date.available2014-11-14en_US
dc.date.available2018-11-02T14:38:11Z
dc.identifier.otherSchool of Business Working Paper Series; No. 70en_US
dc.identifier.urihttps://wuir.washburn.edu/handle/10425/208
dc.description.abstractMany publicly traded companies have chose a path to growth through merger and acquisition. As part of this strategy, investment bankers and lawyers are commonly hired to assist in the search for merger partners and help navigate the merger process. Still the merger process can be fraught with opportunities for mistakes and potential shareholder litigation. Since the mid-1980's boards of directors have relied upon third party fairness opinions in their quest to limit their litigation exposure in merger transactions. This paper examines how these fairness opinions have become less substantive and more ritualistic and proposes seven areas of suggested improvement.en_US
dc.format.mediumPDFen_US
dc.language.isoEngen_US
dc.publisherWashburn University, School of Businessen_US
dc.subjectCorporate mergersen_US
dc.titleElevating The Fairness Opinion Above A Merger Ritualen_US
dc.typeWorking paperen_US
washburn.identifier.cdm141en_US
washburn.identifier.oclc235267632en_US
washburn.source.locationen_US


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