Denver Conference > Session Details

Session 227

Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth

Track Q	Date: Monday, October 5, 2015
Track X	Time: 15:15 – 16:15
Showcase Panel	Room: Governor's Square 15

Session Chair:

Donald Bergh, University of Denver

Donald Bergh is the Louis D. Beaumont Chair of Business Administration and Professor of Management at the University of Denver. He previously held positions at Penn State, Cornell, Purdue, and regularly visits University College Dublin. His research on corporate strategy and research methods has appeared in the AMJ, SMJ, OS, JoM, JMS and ORM. In addition, he is co-editor of the series, Research Methodology in Strategy and Management (Emerald), now in its 10th volume. He has served the strategic management field as an Associate Editor (AMJ, ORM, JMS), as a member of editorial review boards (AMJ, SMJ, OS and ORM), and the SMS as a representative- at- large and Associate Program Chair of the SMS Corporate Strategy and Governance Interest Group, the inaugural Chair of the Corporate Strategy Interest Group, as Associate Program Chair and Chair of the Research Methods Community and as Program Co-Chair of the 35th Annual Conference in Denver, 2015.

Panelists:

Michael Barkin, Vail Resorts

Michael Barkin is Executive Vice President and Chief Financial Officer of Vail Resorts Management Company. He joined the Company in July 2012. Prior to joining Vail Resorts, Michael Barkin was at KRG Capital Partners, where he was a member of the investment team since 2006. Prior to KRG, he worked at Bain Capital Partners and Bain & Company. Michael Barkin graduated from Williams College and received an MBA from Stanford University.
Jack Hartung, Chipotle Mexican Grill

Jack Hartung joined Chipotle as Chief Financial Officer in 2002, when Chipotle was a privately-held company with fewer than 200 restaurants. Chipotle became a public company with its highly successful initial public offering in 2006, and now has more than 1,800 restaurants, all company owned, and a market capitalization of nearly $20 billion. In his current position, Jack oversees all aspects of Chipotle’s finance department, including financial and strategic planning, financial reporting, investor relations, tax and business strategy. Jack also oversees IT and Safety, Security and Risk. Prior to Chipotle, Jack Hartung worked at McDonalds for 18 years in various capacities, most recently as Chief Financial Officer for The Partner Brands group. He also worked for Coopers and Lybrand for four years. Jack Hartung holds a Bachelor of Science degree in Accounting and Economics, and a Master’s Degree in Business Administration with a concentration in Finance, both from Illinois State University. He earned his CPA and CMA shortly after graduating from ISU.
Robert Hoskisson, Rice University

Robert E. Hoskisson is the George R. Brown Chair of Strategic Management at the Jones School of Business at Rice University. He received his Ph.D. from the University of California–Irvine. His research topics focus on corporate strategy and governance and he teaches courses in corporate and international strategic management, among others. He has co-authored over 20 books including Strategic Management: Globalization and Competitiveness (11th Edition), Competing for Advantage (2nd Edition) and Understanding Business Strategy (3rd Edition). He was recently ranked among the top scholars in business and economics by the Times Higher Education for the number of papers with over 50 citations. He has served on the Board of Directors and is currently the Past President and a Fellow of the Strategic Management Society.
Costas Markides, London Business School

Costas Markides is Professor of Strategy and Entrepreneurship and holds the Robert P. Bauman Chair of Strategic Leadership at the London Business School. He received his BA (Distinction) and MA in Economics from Boston University, and his MBA and DBA from the Harvard Business School. He serves on the Editorial Boards of several academic journals including the Strategic Management Journal, the Academy of Management Journal and the Sloan Management Review. He has done research and published several books as well as articles on the topics of diversification, strategic innovation, business-model innovation, and international acquisitions. His current research interests include the management of diversified firms and the use of innovation and creativity to achieve strategic breakthroughs.
Laurinda Pang, Level 3 Communications

Laurinda Pang is executive vice president and chief administrative officer for Level 3 Communications, with global responsibility for corporate strategy, corporate development, integrations, human resources, corporate communications, investor relations and corporate social responsibility. She is also executive sponsor of the company’s global diversity and inclusion initiatives. Before assuming her current role, Laurinda Pang the chief human resources officer for Level 3. She has nearly 20 years of experience in the telecommunications industry. Prior to joining Level 3, she was senior vice president of human resources at Global Crossing. She also served as vice president of Global Crossing customer experience re-engineering, responsible for all aspects of global business transformation affecting customer experience. Before that, Laurinda Pang held a number of key roles at Global Crossing, including vice president of investor relations, vice president of operations and was a member of the executive team that restructured the company during a critical phase in its history.

This panel session will explore how M&As and divestitures can be used to reconfigure a firm’s resource base to help drive value creation and growth. The panelists will provide their insights with respect to several questions including: (1) How are M&As and divestitures used to reconfigure resource bases so to increase a firm’s growth and performance? (2) After acquiring resources, how can governance systems, incentive structures and stakeholder engagement strategies provide the most (least) success? (3) After being divested, what degree and type of relationships with the former parent are most beneficial for the divested business’s resource base and its growth?

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Sun: 13:45 – 14:30
Session 307: Lifetime Achievement Award Recipient: Sun: 14:45 – 15:45
Session 7: New Frontiers in Technologies, Fields, and Business Models: Implications for Academic and Practice Knowledge Creation: Mon: 09:45 – 11:00
Session 8: Elevating our Understanding of Organizational Performance: Bridging the Frontiers of Business and Corporate Strategies: Mon: 15:15 – 16:15
Session 227: Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth
Session 308: Strategy Beyond the Firm: Creating and Capturing Value from External Resources
Session 310: When the Smoke Clears: The Emergence of the Cannabis Industry
Session 311: Theory Fragmentation in Strategic Management?
Session 312: Climate Change: Why and How Should Strategic Management Care?: Tue: 09:45 – 10:45
Session 9: Whatever Happened to Theory in Strategic Management?

Session 227

Mergers, Acquisitions and Divestitures: Reconfiguring Resource Bases for Value Creation and Growth

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