The Merger of Halliburton and Baker Hughes: A Risk Analysis

Evangelia Fragouli; Kwaku Donkor

doi:doi:10.11648/j.ijafrm.20170202.11

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The Merger of Halliburton and Baker Hughes: A Risk Analysis

Evangelia Fragouli, Kwaku Donkor

Published in International Journal of Accounting, Finance and Risk Management (Volume 2, Issue 2)

Received: 12 September 2016 Accepted: 6 March 2017 Published: 21 March 2017

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Abstract

The aim of the present study is to explore the risks and benefits of mergers compared to those of strategic alliances and test the classic agency theory in relation to firm’s and shareholders interest. Using the case study methodology, the study examines the recent announced merger of Halliburton and Baker Hughes exploring the possible risks the merger itself may open up for the two firms, reviewing a possible alternative strategic alliance and the effects it may have. The paper applies a qualitative analysis based on empirical data of similar case studies projecting past experiences on future events. The study concludes that the merger was in the best interest of both companies, a merger though filled with the risk of specialisation within a shrinking market still poses the best rate of survival for firms in the gas and oil industry. The paper includes implications for strategic decision making and risk management policy in the oil & gas industry.

Published in	International Journal of Accounting, Finance and Risk Management (Volume 2, Issue 2)
DOI	10.11648/j.ijafrm.20170202.11
Page(s)	45-56
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Merger, Market, Strategic Alliance, Risk, Oil

References

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Evangelia Fragouli, Kwaku Donkor. (2017). The Merger of Halliburton and Baker Hughes: A Risk Analysis. International Journal of Accounting, Finance and Risk Management, 2(2), 45-56. https://doi.org/10.11648/j.ijafrm.20170202.11

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Evangelia Fragouli; Kwaku Donkor. The Merger of Halliburton and Baker Hughes: A Risk Analysis. Int. J. Account. Finance Risk Manag. 2017, 2(2), 45-56. doi: 10.11648/j.ijafrm.20170202.11

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AMA Style

Evangelia Fragouli, Kwaku Donkor. The Merger of Halliburton and Baker Hughes: A Risk Analysis. Int J Account Finance Risk Manag. 2017;2(2):45-56. doi: 10.11648/j.ijafrm.20170202.11

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@article{10.11648/j.ijafrm.20170202.11,
  author = {Evangelia Fragouli and Kwaku Donkor},
  title = {The Merger of Halliburton and Baker Hughes: A Risk Analysis},
  journal = {International Journal of Accounting, Finance and Risk Management},
  volume = {2},
  number = {2},
  pages = {45-56},
  doi = {10.11648/j.ijafrm.20170202.11},
  url = {https://doi.org/10.11648/j.ijafrm.20170202.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijafrm.20170202.11},
  abstract = {The aim of the present study is to explore the risks and benefits of mergers compared to those of strategic alliances and test the classic agency theory in relation to firm’s and shareholders interest. Using the case study methodology, the study examines the recent announced merger of Halliburton and Baker Hughes exploring the possible risks the merger itself may open up for the two firms, reviewing a possible alternative strategic alliance and the effects it may have. The paper applies a qualitative analysis based on empirical data of similar case studies projecting past experiences on future events. The study concludes that the merger was in the best interest of both companies, a merger though filled with the risk of specialisation within a shrinking market still poses the best rate of survival for firms in the gas and oil industry. The paper includes implications for strategic decision making and risk management policy in the oil & gas industry.},
 year = {2017}
}

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TY  - JOUR
T1  - The Merger of Halliburton and Baker Hughes: A Risk Analysis
AU  - Evangelia Fragouli
AU  - Kwaku Donkor
Y1  - 2017/03/21
PY  - 2017
N1  - https://doi.org/10.11648/j.ijafrm.20170202.11
DO  - 10.11648/j.ijafrm.20170202.11
T2  - International Journal of Accounting, Finance and Risk Management
JF  - International Journal of Accounting, Finance and Risk Management
JO  - International Journal of Accounting, Finance and Risk Management
SP  - 45
EP  - 56
PB  - Science Publishing Group
SN  - 2578-9376
UR  - https://doi.org/10.11648/j.ijafrm.20170202.11
AB  - The aim of the present study is to explore the risks and benefits of mergers compared to those of strategic alliances and test the classic agency theory in relation to firm’s and shareholders interest. Using the case study methodology, the study examines the recent announced merger of Halliburton and Baker Hughes exploring the possible risks the merger itself may open up for the two firms, reviewing a possible alternative strategic alliance and the effects it may have. The paper applies a qualitative analysis based on empirical data of similar case studies projecting past experiences on future events. The study concludes that the merger was in the best interest of both companies, a merger though filled with the risk of specialisation within a shrinking market still poses the best rate of survival for firms in the gas and oil industry. The paper includes implications for strategic decision making and risk management policy in the oil & gas industry.
VL  - 2
IS  - 2
ER  -

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Author Information

Evangelia Fragouli

Management & Marketing, Business School, University of Dundee, Dundee, UK
Kwaku Donkor

Management & Marketing, Business School, University of Dundee, Dundee, UK

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APA Style

Evangelia Fragouli, Kwaku Donkor. (2017). The Merger of Halliburton and Baker Hughes: A Risk Analysis. International Journal of Accounting, Finance and Risk Management, 2(2), 45-56. https://doi.org/10.11648/j.ijafrm.20170202.11

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ACS Style

Evangelia Fragouli; Kwaku Donkor. The Merger of Halliburton and Baker Hughes: A Risk Analysis. Int. J. Account. Finance Risk Manag. 2017, 2(2), 45-56. doi: 10.11648/j.ijafrm.20170202.11

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AMA Style

Evangelia Fragouli, Kwaku Donkor. The Merger of Halliburton and Baker Hughes: A Risk Analysis. Int J Account Finance Risk Manag. 2017;2(2):45-56. doi: 10.11648/j.ijafrm.20170202.11

Copy | Download

@article{10.11648/j.ijafrm.20170202.11,
  author = {Evangelia Fragouli and Kwaku Donkor},
  title = {The Merger of Halliburton and Baker Hughes: A Risk Analysis},
  journal = {International Journal of Accounting, Finance and Risk Management},
  volume = {2},
  number = {2},
  pages = {45-56},
  doi = {10.11648/j.ijafrm.20170202.11},
  url = {https://doi.org/10.11648/j.ijafrm.20170202.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ijafrm.20170202.11},
  abstract = {The aim of the present study is to explore the risks and benefits of mergers compared to those of strategic alliances and test the classic agency theory in relation to firm’s and shareholders interest. Using the case study methodology, the study examines the recent announced merger of Halliburton and Baker Hughes exploring the possible risks the merger itself may open up for the two firms, reviewing a possible alternative strategic alliance and the effects it may have. The paper applies a qualitative analysis based on empirical data of similar case studies projecting past experiences on future events. The study concludes that the merger was in the best interest of both companies, a merger though filled with the risk of specialisation within a shrinking market still poses the best rate of survival for firms in the gas and oil industry. The paper includes implications for strategic decision making and risk management policy in the oil & gas industry.},
 year = {2017}
}

Copy | Download

TY  - JOUR
T1  - The Merger of Halliburton and Baker Hughes: A Risk Analysis
AU  - Evangelia Fragouli
AU  - Kwaku Donkor
Y1  - 2017/03/21
PY  - 2017
N1  - https://doi.org/10.11648/j.ijafrm.20170202.11
DO  - 10.11648/j.ijafrm.20170202.11
T2  - International Journal of Accounting, Finance and Risk Management
JF  - International Journal of Accounting, Finance and Risk Management
JO  - International Journal of Accounting, Finance and Risk Management
SP  - 45
EP  - 56
PB  - Science Publishing Group
SN  - 2578-9376
UR  - https://doi.org/10.11648/j.ijafrm.20170202.11
AB  - The aim of the present study is to explore the risks and benefits of mergers compared to those of strategic alliances and test the classic agency theory in relation to firm’s and shareholders interest. Using the case study methodology, the study examines the recent announced merger of Halliburton and Baker Hughes exploring the possible risks the merger itself may open up for the two firms, reviewing a possible alternative strategic alliance and the effects it may have. The paper applies a qualitative analysis based on empirical data of similar case studies projecting past experiences on future events. The study concludes that the merger was in the best interest of both companies, a merger though filled with the risk of specialisation within a shrinking market still poses the best rate of survival for firms in the gas and oil industry. The paper includes implications for strategic decision making and risk management policy in the oil & gas industry.
VL  - 2
IS  - 2
ER  -

Copy | Download