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While facing accelerating consolidation and an increasing number of mergers and acquisitions (M&A) in the banking industry in Germany, there is evidence that in a significant number of cases, the expected synergies have not been achieved after the M&A integration projects. An important reason is an insufficient focus on the suitability and complementarity of the target and the bidder’s business strategies in the context of synergy realization of M&A transactions. Although there may be a macro-level understanding in the current research, this study is designed to provide deeper insights into the degree of strategic cost and product orientation, external relatedness concerning target markets, combination potential, and entrepreneurial orientation, which maximizes synergy realization and reduces corresponding failure rates. This study relies on a sample of 263 online survey responses from M&A transactions of the banking industry in Germany, including cross-border transactions. The research strategy follows a quantitative approach, an empirical study with primary data gathered from an online survey with experienced M&A project and change managers. The study is highly relevant for both the academic world as well as decision-makers responsible for M&A transactions, as the results provide an in-depth understanding of synergy realization to gain new insights and improve M&A success rates, while differentiating and looking at the specifics of the German banking groups including cross-border M&A transactions., {"references":["Bagozzi, R.P., Yi, Y., & Phillips, L.W. (1991). Assessing Construct Validity in Organizational Research. Administrative Science Quarterly, 36, 421–458.","Bauer, F. A. (2012). Integratives M&A-Management. Entwicklung eines ganzheitlichen Erfolgsfaktorenmodells. Wiesbaden: Springer Gabler Verlag","Bauer, F. A., & Matzler, K. (2014). Antecedents of M&A Success: The Role of Strategic Complementarity, Cultural Fit, and Degree and Speed of Integration. Strategic Management Journal, 35, 269–291.","Beitel, P. (2002). Akquisitionen und Zusammenschlüsse Europäischer Banken. Wiesbaden: Springer.","Birkinshaw, J., Bresman, H., &Håkanson, L. (2000). Managing the Post‐ Acquisition Integration Process: How the Human Integration and Task Integration Processes Interact to Foster Value Creation. Journal of management studies, 37(3), 395-425.","Bösecke, K. (2009). Value Creation in Mergers, Acquisitions, and Alliances. Wiesbaden: Springer Gabler","Brealey, R. A., Myers, S. C., & Marcus, A. J. (2019). Fundamentals of Corporate Finance (10th Ed.). New York: McGraw-Hill.","Capron, L. (1999). The Long-Term Performance of Horizontal Acquisitions. Strategic Management Journal, 20, 987– 1018."]}

Nachhaltigkeit hat auch Eingang in das Aufsichtsrecht von Banken gefunden. Dieser Artikel analysiert die Inhalte des neuen BaFin-Leitfadens, gibt Umsetzungshinweise für die Praxis und beantwortet die Frage, ob nachhaltige Investments effizient sind oder nicht.