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M&A Resources

The IMAA-Institute offers a broad range of M&A Statistics, M&A research, M&A Publications, M&A Books and News. Just become free member to get full access to all Data of IMAA.

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The Institute for Mergers, Acquisitions and Alliances has the world’s largest free-of-charge M&A Statistics database. Our faculty are the authors of many leading M&A books. That’s why IMAA is frequently covered in the news world wide.

M&A Statistics

In this section the Institute of Mergers, Acquisitions and Alliances (IMAA) provides you with selected, regularly updated M&A statistics worldwide and for various regions or industries.

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These are publications written by our M&A experts and faculty members from the The Institute for Mergers, Acquisitions and Alliances. Some of them and many other we offer in our e-library.

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Our faculty and M&A experts are frequently sought after commentators in international media. Among the renown newspapers are Financial Times, Le Monde, New York Time and Wall Street Journal.

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What is M&A research anyway?

Gabe Galvez

February 19, 2018.

Although we work with hundreds of middle market M&A firms supporting their research and other needs I still talk to people every day who do not fully understand how we help middle market M&A firms.

M&A research – the umbrella term.

M&A research used to be an umbrella term for all things not directly related with the transactional elements of doing a deal. This has changed as the M&A research service sub-sector changes to also mean research on the M&A industry (rather than the deals that it is comprised of). Now more often, it is expected that an M&A research provider be conducting primary research on transactions, which is actually not what we do. While we am hesitant to make any changes to our brand at this point in our business’ life cycle, one can’t help but wonder if another associative term would be more applicable to how we actually help the middle market M&A professionals we have worked with all these years.

Is deal preparation the new M&A research?

When asked what we do in a non-technical setting (like a dinner party), our answers have little do with M&A research. In fact, we almost always end up using the term ‘Deal preparation’ i.e we help M&A firms prepare a deal before it goes to market. Although this is a simplified answer, it is accurate. Our core capabilities still revolve around helping the M&A professional get transactions to market for less money than the cost of using internal dedicated support staff and tools.

This includes us supporting the following:

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So, are we a deal prep company or M&A research firm? It depends on who you ask. While a growing portion of our business comes from supporting Private Equity groups as well, at our core we are here to make taking a deal to market less costly, less time intensive and less painful than it can be when you are running a small resource critical M&A firm.

Interested in learning more about how we can help your middle market M&A firm prepare deals to go to market? Wondering how we are different than a software provider or overseas outsourcer? Contact us today at [email protected] .

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A blueprint for M&A success

Large mergers and acquisitions (M&A) tend to get the biggest headlines, but, as McKinsey research indicates, executives should be paying attention to all the small deals, too. These smaller transactions, when pursued as part of a deliberate and systematic M&A program, tend to yield strong returns over the long run with comparatively low risk. And, based on our research, companies’ ability to successfully manage these deals can be a central factor in their ability to withstand economic shocks. 1 Martin Hirt, Sven Smit, Chris Bradley, Robert Uhlaner, Mihir Mysore, Yuval Atsmon, and Nicholas Northcote, “ Getting ahead of the next stage of the coronavirus ,” April 2020.

The execution of such a programmatic M&A strategy is not easy, however. Consider the situation at one global cosmetics company (a hypothetical case based on real-world experiences). Enthusiastic executives all had different ideas about which M&A opportunities the company should pursue (exhibit).

Undue influences

The hypothetical case of the global cosmetics company points to two common cognitive biases that can emerge when any company attempts to pursue programmatic M&A: the shiny-object syndrome and Maslow’s hammer.

The shiny-object syndrome —also known as extreme distraction. Companies that continually chase down the next new thing run the risk of pursuing initiatives in the wrong order, skipping foundational tasks, or duplicating efforts and investments.

The M&A team at the cosmetics company, for instance, was reactive. It was swayed by deals sourced by third parties, and it ended up inventing growth strategies around possible, exciting targets without a clear understanding of how they could generate value.

Maslow’s hammer. In his 1966 book The Psychology of Science (HarperCollins), psychologist Abraham Maslow stated, “I suppose it is tempting, if the only tool you have is a hammer, to treat everything as if it were a nail.” This is the approach the cosmetics company favored—establishing a well-organized M&A team but then using it to drive almost all growth rather than applying it only to those opportunities best suited to be bought, not built.

Without an M&A blueprint to provide an incontrovertible fact base and action plan, the cosmetics company’s efforts to implement programmatic deal making turned into a quixotic, time-wasting effort.

The CEO was pushing for a big bet on digital given the company’s superior financial position. Some senior leaders proposed expansion in greater China, the fastest-growing market for premium cosmetics. Other business-unit leaders saw potential in the markets for organic products and men’s grooming. All had their own agendas (see sidebar, “Undue influences”).

Propelled by a healthy dose of FOMO (or fear of missing out) but lacking a clear set of priorities, the M&A team made multiple small bets on a range of businesses—even on some unexpected targets in adjacent markets (such as pet grooming). But the team did not have a clear plan for creating value from these targets nor for integrating them into the current business structure. The result? The organization ended up wasting time and resources on deals that were mostly unsuccessful, and its executives unintentionally created an unwieldy portfolio of businesses.

The M&A blueprint prompts business leaders to conduct a thorough self-assessment along with a comprehensive market assessment.

As this example illustrates, success in programmatic M&A requires much more than just executing on a long string of deals. Acquirers must articulate exactly why and where they need M&A to deliver on specific themes and objectives underlying their overarching corporate strategies. In addition, they must give careful thought as to how they plan to pursue programmatic M&A—including constructing a high-level business case and preliminary integration plans for each area in which they want to pursue M&A.

Taken together, these factors combine into what we call an M&A blueprint. In this article we discuss how it can be implemented to help organizations remain unrelentingly focused on their investment thesis throughout the deal process. Having a clear M&A blueprint is even more critical as companies begin to consider how to rebound from COVID-19. Without an M&A blueprint, it will be more difficult for companies to distinguish between through-cycle opportunities that are consistent with their corporate strategy and “low hanging, distressed asset” deals that are not.

M&A blueprint: The building blocks

The M&A blueprint can help executives answer three main questions: Why and where should we use programmatic M&A to achieve our corporate strategy? And how should we use programmatic M&A to achieve our corporate strategy? Answering these questions will require asking still more clarifying questions about specific organizational strengths and capabilities, resources available, and other inputs to effective deal making.

Understanding ‘why’ and ‘where’

The M&A blueprint prompts business leaders to conduct a thorough self-assessment along with a comprehensive market assessment. The self-assessment helps establish the baseline from which to identify gaps in corporate ambitions as well as the opportunities for M&A to fill these gaps. It involves examining a company’s key sources of competitive advantage and testing their scalability to determine whether they would still play to the company’s advantage after a transaction. For its part, the market assessment acts as a “sense check” for business leaders, ensuring that the company’s M&A strategy capitalizes on the most recent and relevant trends, accounts for potential disruptions, and acknowledges competitors’ likely actions and reactions.

An M&A blueprint should also define any boundary conditions, or limits to the company’s use of M&A. These conditions, which are typically imposed by the CFO or the board investment committee, provide an important reality check: they define the constraints on certain types or sizes of deals, thereby further narrowing the scope of potential targets. In setting these conditions, business leaders should account for preexisting financial hurdles—for instance, a rule that “deals must be accretive in the first year” likely would not apply to deals targeting growth and might therefore overly constrain M&A activity. Establishing these boundary conditions at the outset—with explicit agreement from the CFO and the board—can help put teeth into investment commitments and align everyone on negotiable and nonnegotiable terms.

Taken together, the self-assessment, market assessment, and review of boundary conditions can help executives understand the circumstances under which the pursuit of M&A makes the most sense, as well as the markets they are best positioned to enter. Indeed, the output of business leaders’ discussions about “why and where” will be a set of M&A themes that reflect the company’s best value-creation opportunities—those for which the company has the capabilities and resources to achieve intended strategic goals.

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What does a good M&A theme entail? For each theme, senior leaders should identify important deal criteria (categorizing potential targets by geography, sales channel, product type, and so on) as well as standard screening metrics like company size, number of employees, revenue growth, product portfolio, ownership, and so on. With this detailed information, organizations and M&A deal teams can continually cultivate potential targets within focused M&A themes while still being opportunistic about deals that present themselves.

Once these themes have been identified, business leaders should test them to ensure that they can execute against them—for instance, are there enough targets available, and do the right targets exist to fill gaps in the company’s capabilities? The M&A blueprint will be particularly critical in target-rich environments to help narrow down the list of potentials.

A “gold standard” M&A blueprint is detailed and focused on critical competitive information (value-creation levers, company capabilities, and so on). To understand whether their companies’ M&A themes are detailed enough, business leaders should consider whether they would be comfortable broadcasting those themes to competitors. The answer should be “no.” If the answer is “yes,” more work on the blueprint will be needed, as it and the related themes are likely not specific enough to be useful to M&A teams.

Understanding ‘how’

An M&A blueprint also prompts senior leaders to come up with a plan for “how” they will use M&A to further their overarching corporate strategies. Specifically, the M&A blueprint should delineate the high-level business case and preliminary integration plans associated with each M&A theme.

The business case should explain how the acquiring company plans to add value to the target or targets within a given M&A theme—for instance, the capital and operating expenditures needed (beyond the acquisition price) to integrate and scale the asset or assets. It should also outline the operational changes and capabilities that will be required to integrate the new assets—for instance, the creation of a new business unit or a set of new business processes to manage an acquired digital platform.

One large US healthcare company had committed to a strategy of building scale in its services businesses through M&A. First, it consolidated existing disparate service businesses under a new brand and organized them into three distinct units: pharmacy-care services, diversified health and wellness services, and data-analytics and technology services. These became their three M&A themes. Then, over a ten-year period, this programmatic acquirer closed more than 60 deals, spending well over $20 billion, as it sought to fill out its portfolio along these three themes. The organization knew where it wanted to play and how.

Of course, the business case should include a preliminary integration plan for the acquired asset or assets that is consistent with the deal’s value-creation thesis—for instance, all shared services will be absorbed by the acquirer, and the target company’s product portfolio will be cross-sold to the acquirer’s existing customers.

Through their use of the M&A blueprint, business leaders can stay focused on those parts of the deal that can create the most value—especially important when companies are pursuing multiple deals within the same M&A theme. What’s more, they can prepare functional leaders, suppliers, and others well in advance for the actions they may need to take to integrate an asset or multiple assets.

Repeat performance: The continuing case for programmatic M&A

How lots of small M&A deals add up to big value

M&a blueprint: putting it all together.

An M&A blueprint cannot and should not be developed based on “gut instinct” by a single executive or defined post hoc to validate the theory behind an exciting deal. An executive or business-unit leader should lead its development but should be supported by corporate-strategy and corporate-development executives. The blueprint itself can take the form of a frequently updated and disseminated written report, or it can be a standing agenda item in every M&A and corporate-strategy meeting. Regardless of format, it can help decision makers assess critical factors relating to deal sourcing, due diligence, and integration planning before making any moves and taking steps to identify targets.

Looking back at the case of the cosmetics company, it becomes clear how an M&A blueprint could have helped the organization prioritize a bunch of scattershot ideas into a comprehensive programmatic M&A strategy.

With its market assessment, for instance, it might have seen that the market for digital cosmetics is projected to grow five times faster than the market for nondigital cosmetics. What’s more, market data might have revealed that customers want and expect to buy cosmetics through digital channels, and that there is no clear leader in the space. In its self-assessment, the M&A team might also have seen a gap in the company’s product portfolio compared with peers. And a look at boundary conditions might have revealed the time and latitude required to pay off initial acquisition investments, enabling the team to look beyond “base hit” deals with lower acquisition costs.

The M&A blueprint would have led the cosmetics company to a different outcome—perhaps a laser focus on acquiring the set of assets and capabilities needed to build a digital platform for selling cosmetics.

Spending time up front creating an M&A blueprint will pay off over the long term—particularly given the volume of deals associated with a programmatic M&A strategy. With M&A themes and criteria well defined and understood by all, companies can not only be more proactive but also more opportunistic. The top team will be aligned on strategy and focused on deal must-haves prior to reaching out to potential targets. Negotiations with potential targets can be grounded in the business case. Diligence processes can be accelerated and focused only on the most critical sources of value. Integration planning can begin early, with a focus on realizing the strategic intent of the deal rather than just stabilizing companies, people, and processes in the wake of change. Most important, the M&A blueprint can help executives tell a compelling story (inside and outside the company) about its deal-making strategy and its vision for the future.

Sophie Clarke is a consultant in McKinsey’s New Jersey office, where Liz Wol is an associate partner; Robert Uhlaner is a senior partner in the San Francisco office.

The authors wish to thank Anthony Chui, Jack Gordon, Steve Santulli, and Lexi Wang for their contributions to this article.

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Our qualified research analysts have been working in M&A advisory for FTSE 100 clients for many years. As such, we understand the necessity to conduct granular analysis when working on market research. We pride ourselves in bringing to light left-field opportunities to our clients that are not apparent at the inception of a project.

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Mergers and acquisitions (M&As) worldwide - statistics & facts

Which are the most active sectors for m&as, m&as: drivers and challenges, key insights.

Detailed statistics

Value of M&A deals globally 1985-2023

Value of global M&A transactions 2019-2023, by region

Value of global M&A deals 2022, by industry

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Current statistics on this topic.

M&A & Private Equity

Volume of M&A deals globally 1985-2023

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Global overview.

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North America

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Asia-Pacific

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Latin & South America

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Middle East and Africa

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The economic geographies of mergers and acquisitions (M&As)

Liam keenan.

University of Nottingham, Nottingham, UK

Dariusz Wójcik

National University of Singapore, Singapore

Mergers and acquisitions (M&As) are on the rise. Interlocking processes of globalization and financialization have increased their attractiveness and incentivized an upward spiral of M&A activity in recent years. This rise is profoundly spatial, as M&As reshape the geographies of production, consumption and finance, while aggravating uneven power-geometries through the concentration of corporate control. Despite this growth and inherent spatiality, economic geography research into M&As has waned. The aim this article is to demonstrate the value of M&As to economic geographers and highlight avenues for future research. This is achieved by explaining how qualitative and quantitative research into the motivations, outcomes and geographies of M&A activity can provide fresh empirical and conceptual insights surrounding wider geographical debates.

Introduction

Mergers and acquisitions (M&As) put the global in globalization. As the leading form of foreign direct investment they play a central role in forging economic connections between distant peoples and places ( Chapman, 2003 ). With the global economy experiencing repeated economic and ongoing environmental crises, alongside rapid and disruptive innovations in technology and artificial intelligence, M&As provide strategic and financial solutions to firms facing unprecedented and unpredictable challenges. This is because they allow firms to enter new markets, reach new consumers, create financial synergies and acquire new assets, talent and knowledge ( Rompotis, 2015 ).

As shown by Figure 1 , since the 1980s there has been a gradual albeit fluctuating rise in both the value and volume of global M&A activity. Importantly, this rise is both spatially and sectorally uneven. Some sectors have experienced large increases in M&A activity (e.g. technology and finance), whereas the rise in others has been more modest (education and healthcare). Equally, some regions have been at the centre of M&A activity (e.g. North America, Europe and Asia), with others relatively bypassed by these emerging networks (e.g. South America and Africa). This uneven and exclusive geography of M&A activity has a profound impact on economic landscapes, shaping how our economies work, where decisions are made, who has access to employment opportunities and where skills, assets and wealth are concentrated.

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Global M&A activity, 1985–2022.

Source: Institute for Mergers, Acquisitions and Alliances (2023) .

M&As are inescapably geographical. When one firm acquires another there is always some degree of decision-making power that moves from the target to the acquirer ( Zademach and Rodríguez-Pose, 2009 ). As the saying goes, with great power comes great responsibility, towards shareholders and other stakeholders. But acquirer firms are not beholden to act responsibly. While some firms support their newly acquired target with more staff and resources, others decide to induce cost-cutting measures and drastically rationalize operations. Regardless of how this newfound power is wielded, the process almost inevitably reconfigures the economic landscape and accelerates uneven development. In this sense, M&As are simultaneously a force of creation and destruction. Analysing their outcomes has vast potential, helping us to understand the evolving geographies of production, consumption, finance, employment and more.

In cognate fields to economic geography, including economics, international business, and strategic management, focus on M&As is broad and diverse, with research analysing the effects of M&As on firm performance ( Siegel and Simons, 2010 ), the determinants shaping deals ( Erel et al., 2012 ) and the relative success of M&As in terms of wealth creation ( Datta et al., 1992 ). Despite the importance of M&As and their immutable spatiality, we believe that they have been under researched by economic geographers in recent years. There is a rich history of economic geography analysis of M&As, with studies generating novel spatial perspectives on their uneven distribution ( Goddard and Smith, 1978 ; Green, 1990 ) and highlighting their role in shaping urban systems and hierarchies ( Predd, 1977 ). More recently we have seen Chapman’s (2003) review and research agenda, Zademach and Rodríguez-Pose’s (2009) work on cross-border M&As in Europe, Böckerman and Lehto’s (2006) work on domestic deals and analysis covering M&As in the context of food ( Clapp and Isakson, 2018 ), pharmaceuticals ( Fernandez and Klinge, 2020 ) and finance ( Contel and Wójcik, 2019 ), to name a few. However, and almost paradoxically, we believe that interest in M&As has waned as their proliferation across the global economy has only become more apparent.

While not suggesting that M&As have been overlooked entirely, we call for a revival in their analysis to address their poor integration into economic geography research in recent years. The aim of this Exchange is to demonstrate the value of M&As to economic geographers and highlight avenues for future research. We achieve this by explaining how qualitative and quantitative research into the motivations, outcomes and geographies of M&A activity can provide fresh empirical and conceptual insights in relation to wider geographical debates. The article starts by providing a methodological overview before then explaining the ways in which M&A research provides fresh insights surrounding relational geographical approaches, the interplay between agency and structure, uneven power geometries, inter-sectoral convergence and processes of financialization.

Researching M&As

Before considering the ways in which economic geographers can benefit from M&A research, we need to understand what they are. M&As are financial transactions that involve two firms joining together and consolidating part or all of their operations. Slight variations to this definition exist and whilst there are technical differences between a merger, where firms consolidate activities in ways in which there is no defined or dominant acquirer and an acquisition, where one firm acquires and gains control over another, the terms are often used interchangeably ( Coyle, 2000 ). M&As can be horizontal, when both firms operate in the same sector; vertical, when both firms operate in the same sector but have different roles in the production network (i.e. consider vertical integration); or inter-sectoral, when firms operate in different sectors ( Green 2018 ; Motis, 2007 ). Moving from the sectoral to the spatial, M&As can also be domestic (within a country) and cross-border (international).

While M&As play an increasingly important role in the global economy, accurate information surrounding their implementation often remains obscured and typically hidden behind paywalls. In the broadest sense, M&As can be analysed from both qualitative and quantitative perspectives. Qualitative research involves listening to the voices of different types of actors involved in the implementation and impacted by the outcomes of M&A activity. From this perspective, research focuses on understanding the motivations and outcomes of M&A deals. This not only involves speaking with actors from acquirer and target firms, but also the financial and legal intermediaries that facilitate deals, the regulators that approve or block them, the unions that represent employees impacted by them, the media that frames the narrative of each deal and more. Depending on the specific research questions and geographical focus, M&As thus become a valuable site of analysis to shed light on wider economic processes and specific economic sectors. By adopting this approach we do not seek to abstract and decontextualize M&As, but rather understand how their motivations, implementation and outcomes intertwine with wider economic developments and structures. The value in approaching M&As as a site of analysis lies in their ability to help us explain evolving economic geographies.

Quantitative research centres on analysing M&A data in more comparative and holistic ways. This perspective focuses on analysing the geographically uneven value and volume of M&A deals over time and space. Important here are online proprietary databases, for example Bureau van Dijk’s Orbis, which provide detailed information on thousands of M&A deals but are often expensive and do not regularly include geographical data. Consequently, geocoding (e.g. ascertaining the headquarter address of all acquirer and target firms) becomes central to any sort of spatial analysis and while this can be automated, the skills and time required to do so make this a sizeable challenge. If this challenge is overcome then M&A data become a valuable methodological tool to explore economic geographies in diverse ways.

Different quantitative and qualitative approaches show us that M&As can simultaneously be both the site of analysis and the methodological tool to explore wider geographical processes. This hybrid dynamic also enables multi-scalar analysis, with empirical insights moving from individual decision-making and firm-level dynamics to wider sectoral and geographical transformations. While boardroom conversations might remain confidential and reliable M&A data may come at a premium, economic geographers should not be deterred. These obstacles are not impossible to overcome and as we shall now explain, both qualitative and quantitative research into M&As can yield fascinating insights.

Relational geographies and the cultivation of networks

M&As are inherently relational. There is always one acquirer or more and one target or more. When power moves between these firms, research can conceptualize and analyse the relational spaces of economic decision-making. This relational dynamic has enormous potential for the study of networks.

Network analysis has become a central feature of economic geography. Global production networks ( Yeung and Coe, 2015 ), globalization and world cities networks ( Derudder and Taylor, 2005 ) and the global financial network ( Haberly and Wójcik, 2022 ) show how economic geographers are increasingly concerned with the networked relations that underpin economic activity. While these approaches vary in terms of their outlooks and inter-disciplinary foci, they all focus on understanding the relational dynamics of economic geographies through networks. M&As are central to these networks and their conceptualizations. Acquisitions, advertently or inadvertently, allow firms to maintain, extend and manage these networks by enrolling new actors and geographies into them while simultaneously excluding and bypassing others.

Researching M&As provides unparalleled insights into the structure, geographies and evolution of economic networks. M&As not only provide a novel way to map and visualize these networks but also unravel the uneven power relations which constitute them. Which firms play leading roles in shaping and cultivating networks through M&As? What role do M&As play in constituting the relative success of some networks over others? How are target firms enrolled into these networks, and the strategic coupling involved ( MacKinnon, 2012 )? What are the implications for the local communities in which they are embedded? By answering these questions research can establish new ways of understanding and conceptualizing the networked relations of economic geography.

Having covered inter-firm networks, M&A also create complex intra-firm networks. Most of the world’s largest transnational corporations (TNCs) have grown through M&As. This has spawned novel ownership models (e.g. conglomerates and holding companies) where lead firms control vast webs of subsidiary firms operating in different sectors, markets and geographies. Analysing M&As helps us understand these networks of corporate ownership. By borrowing the logic of ‘follow the money’ approaches in economic geography ( Hughes-McLure, 2022 ), research can follow the acquisition to trace the origins of TNCs and map the formation of complex corporate networks. Tracing acquisitions backwards allows research to understand how, when and where corporate networks merge, evolve and adapt. Ultimately, M&A analysis helps reveal the relational ties that develop between firms, cities, countries and regions.

Agency and structure

Who calls the shots in the global economy? Are actions initiated by the agency of economic actors or are they driven by the wider structures of society that inescapably and sometimes invisibly determine our every move? Exploring the motivations behind M&A activity provides a novel opportunity to engage with these questions and contribute to wider geographical debates concerned with the complex interplay between agency and structure.

Geography is not a passive victim of M&A activity. Space, place and inescapable geographical structures inevitably shape the decision-making processes behind them. Formal institutions, including uneven political economic and regulatory landscapes (especially competition law), constrain where, when and why firms engage in M&A activity. So do informal institutions, with culture and language as significant factors in the decision-making process ( Kedia and Reddy, 2016 ). While these geographical factors are important they are not deterministic. Agency is at the heart of these decisions, as firms engage in M&A activity to access new markets, reduce competition, improve financial synergies or acquire new technology ( Motis, 2007 ). Aside from these more strategic motivations, deals can also be driven by a general fear of missing out on the next big thing, or equally by pride and managerial hubris ( Dhir and Mital, 2012 ). The point is that M&As have a huge impact on economic geographies but our understanding of the messy, complex and contingent motivations behind them remains unclear and underdeveloped.

Researching these motivations, particularly when approached through a cultural political economy lens ( Jessop, 2010 ; Jones, 2008 ), provides a novel opportunity to understand the intersecting roles of agency and structure in the evolution of economic landscapes. By focusing on the interplay between structure and agency in the implementation of M&As, fresh insights can be developed around the institutionally embedded, socially constructed and geographically contingent nature of economic decisions ( Jessop and Oosterlynck, 2008 ). We can begin to answer critical questions that will shed light onto the interdependent, reciprocal and co-constitutive nature of agency and structure ( Jessop, 2010 ; Jessop and Oosterlynck, 2008 ). How are M&A motivations shaped and tempered by real-world geographical structures? Which geographical narratives and imaginaries are mobilized to justify, or equally reject, these deals? Qualitative research centered on these types of questions can generate more nuanced understandings of the complex interplay between agency and structure in economic geography.

Uneven power-geometries and the concentration of corporate control

Power is at the heart of M&As. In any given M&A deal corporate control and decision-making power moves from the target firm to the acquirer ( Zademach and Rodríguez-Pose, 2009 ). The transactional nature of M&As means that we do not only see where power is moving to but also where power is moving from. This immediately demonstrates the value of M&A analysis in terms of understanding how power moves and concentrates throughout the global economy. Importantly, the recent increase in M&A activity raises urgent questions around monopolization, rent-seeking and aggravated power inequalities.

M&As cultivate monopolies. By subduing competition they allow firms to accumulate and protect monopoly power over space and time. There is a growing trend of monopolization across all types of sectors in the global economy, as firms use M&As to concentrate power, remove competition and protect long-term profitability ( Philippon, 2019 ). This process has significant implications for the price of goods and services, levels of long-term investment and the conditions, remuneration and nature of work. Monopolization does not only rework power dynamics between firms but also between capital and labour, with more research required to explore the uneven impacts of increased M&A activity from the perspective of labour geographies ( Edwards, 1999 ). While monopolies are not inevitable, as legal and regulatory frameworks play an important role in maintaining a balance between competition and monopoly ( Christophers, 2016 ), M&As have undoubtedly accelerated this trend.

These issues are demonstrated in the case of the global food sector that has experienced unprecedented levels concentration in recent decades ( Clapp et al., 2021 ; Hendrickson et al., 2020 ). Partly driven by financialization and the incursion of new financial actors who see the food sector as an opportunity to generate huge returns, corporate actors have implemented wide-ranging M&A strategies to consolidate control, increase market share, improve financial performance and redistribute accumulated wealth back to investors and shareholders ( Clapp and Isakson, 2018 ). This concentration of power, centered on the narrow and short-term pursuit of financial returns, has exacerbated the vulnerabilities of the global food system. It has increased volatility in food prices, intensified exploitation and forms of labour precarity, created new regulatory challenges related to competition law and significantly hindered the opportunities for collective action around climate change and sustainability ( Clapp and Isakson, 2018 ; Isakson, 2014 ; Muehlfeld et al., 2011 ). This shows how the concentration of wealth and power through M&As not only aggravates inequalities but also excludes actors from meaningfully reshaping the sectors in which they are employed.

The global food sector example exposes a contradiction between the use value and exchange value of firms as commodities to be acquired and sold, while highlighting the use of M&As as a form of ‘accumulation by dispossession’ to establish monopolies ( Harvey, 2015 : 133). By this we mean that firms increasingly see themselves and their competitors through narrow quantitative measures of value, prioritizing strategies that allow them to acquire competitors and protect themselves from acquisition, which undermines the wider qualitative value of firms in relation to the role they play in society. If firms increasingly prioritize M&A activity to meet their strategic goals and redistribute accumulated wealth to shareholders, what implications does this have for investments in productive activities and the local communities dependent upon them? Does this mean that the burden of innovation falls on small to medium-sized firms, while larger and better financed firms focus less on producing what they need and more on acquiring what they need? M&A analysis can help answer these questions while also revealing how and why power moves, concentrates and is exercised across different sectors and geographies. This can help generate more fluid, dynamic and relational conceptualizations of power, while also generating critical insights into processes of monopolization and uneven power-geometries.

Inter-sectoral convergence

Economies are always in a state of change. At present, technology, artificial intelligence and to a large extent finance, are profoundly changing how goods and services are produced and consumed ( Keenan et al., 2022 ). As innovations in these areas proliferate, the economy is experiencing increased levels of inter-sectoral convergence. Defined as the ‘blurring of boundaries between industries due to converging value propositions, technologies and markets’ ( Bröring et al., 2006 : 488), there has been an increase in inter-sectoral activity since the early 2000s as firms are increasingly expected to venture into new sectors and markets to develop competitive and comparative advantages ( Heo and Lee, 2019 ; Lim, 2020 ). M&As underpin this process of inter-sectoral convergence as they allow firms to reach into new sectors and acquire the relevant assets, talent and knowledge needed to meet these new opportunities and challenges.

M&A activity of this kind is transforming the structure, geographies and nature of economic sectors. For example, the FinTech revolution has been underpinned by the cross fertilization of the finance and technology sectors, as new innovations transform how money moves around the world ( Lai and Samers, 2020 ). Healthcare and pharmaceuticals have also undergone technological transformations, as investments in biotechnology and patient data systems have reconfigured operations ( Danzon et al., 2007 ). Car manufacturers no longer just produce cars but also provide a diverse range of financial services to support consumers through loans, leasing and insurance ( Borghi et al., 2013 ; Carmo et al., 2019 ). Firms could invest in internal processes of innovation and recruitment to adapt to these changes but M&As present a faster, less risky and if successful, financially efficient option. M&As therefore not only facilitate these transformations but intensify them.

Crucially, inter-sectoral convergence is temporally, sectorally and geographically uneven. Economic geographers know relatively little about which sectors are converging, the spatiality of these transformations and their socio-economic implications. M&A analysis provides an opportunity to address this deficiency. Uneven processes of inter-sectoral convergence can be better understood by conceptualizing a framework for analysis based on intra (e.g. financial sector firms acquiring financial sector firms), inward (e.g. real estate firms acquiring financial sector firms) and outward (e.g. financial sector firms acquiring real estate firms) M&A deals ( Keenan et al., 2022 ). This framework will allow analysis to capture how, where and why the boundaries between different sectors are becoming increasingly blurred. Ultimately, M&As are both a force of consolidation and convergence. Analysing them will surely help economic geographers conceptualize the porous boundaries of economic sectors and reveal how this porosity is redefining the global economy.

Financialization and the role of intermediaries

M&As require a significant amount of financial and legal expertise to be implemented. This is typically provided by firms operating in the financial and business services sector (FABS), which offer a diverse range of financial, accounting, legal and consultancy services ( Wójcik, 2020 ). FABS firms support M&A activity in everything from valuations and negotiations to settlement contracts and shareholder agreements. FABS firms also support M&A activity through the provision of debt finance. Evidenced by the growing implementation of leveraged buyouts, debt has become a prominent feature of M&A activity, with relatively affordable and accessible finance creating new opportunities for deals. Put simply, firms do not need deep pockets to acquire competitors. Rather they need access to finance.

Alongside these more tangible roles, finance is also shaping M&A activity through pervasive yet geographically uneven processes of financialization. Broadly understood as the increasing dominance of financial motives, markets and actors throughout the global economy, financialization has reconfigured the priorities of non-financial firms by encouraging them to think and act like financial actors ( Epstein, 2005 ). This includes operating under short-term planning horizons, incurring debt for growth and prioritizing the generation of shareholder value ( French et al., 2011 ; van Treeck, 2009 ). This has established financialized modes of competition which have increased the attractiveness of M&As as they provide solutions to strategic and operational challenges while simultaneously capturing financial synergies, boosting short-term earnings and increasing shareholder value. In relation to the previous section, inter-sectoral M&As were traditionally driven by a firm’s desire to reduce risk through diversification ( Lim, 2020 ). However financialization increasingly compels firms to seek financial opportunities irrespective of sectoral boundaries and to therefore acquire unrelated businesses to generate new returns and improve financial performance ( Heo and Lee, 2019 ).

Importantly, nation-states are not immune from processes of financialization and play an active albeit uneven role in terms of M&A activity. Represented through the significant rise of transnational state-led investment in recent years, nation-states are directly participating in M&A activity by acquiring foreign firms ( Babic et al., 2020 ). A diverse mixture of state-owned enterprises and sovereign wealth funds are emulating the strategies of private firms and increasingly engaging in M&A activity to generate financial returns, support long-term prosperity and access strategic industries, among other motivations ( Alami and Dixon, 2022 ; Babic et al., 2020 ). At the same time, the proliferation of inward foreign investment screening shows how some nation-states are simultaneously slowing down global M&A activity ( Danzman and Meunier, 2023 ). As M&As facilitate the movement of corporate power, they are not politically neutral. M&As are intimately entwined with geopolitical relations, and nation-states increasingly screen and scrutinize deals in order to ensure that potential takeovers do not pose risks to national security or undermine their wider geostrategic economic objectives ( Alami, 2023 ; Danzman and Meunier, 2023 ). Researching M&As can therefore generate important insights into the uneven financialization of nation-states.

Some studies have begun to explore this relationship between financialization and M&As. For example, Bowman (2018) and de los Reyes (2017) reveal an increase in M&A activity throughout the mining sectors due to increased pressure to provide shareholder value. Equally, the financialization of pharmaceuticals has led to an upsurge in M&As as firms attempt to capture and monopolize patented blockbuster drugs ( Fernandez and Klinge, 2020 ). However, more research is required to understand how financialization is increasing M&A activity across different sectors and the uneven outcomes this is creating. Ultimately, M&As provide a way of exploring the intersection of finance with the rest of the economy and its impacts on society. Analysing the motivations, outcomes and geographies of M&A activity can bring financial geography into closer dialogue with other areas of economic geography.

The aim of this article has been to demonstrate the value of M&As to economic geographers and highlight avenues for future research. We have explained how qualitative and quantitative research into the motivations, outcomes and geographies of M&A activity can provide fresh empirical and conceptual insights in relation to wider geographical debates. In discussing some of the existing economic geography research into M&As, alongside outlining new and exciting ways to approach them, we hope to encourage more research which treats them both as a site of analysis and a methodological tool . There is no escaping the growing centrality of M&As to the global economy, and economic geographers are uniquely positioned to identify, understand and critique this role.

The author(s) declared no potential conflicts of interest with respect to the research, authorship, and/or publication of this article.

Funding: The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: This research was supported by funding from the European Research Council (ERC) under the European Union’s Horizon 2020 research and innovation programme (grant agreement No. 681337). All errors and omissions are the sole responsibility of the authors.

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Liam Keenan, University of Nottingham, Nottingham, UK.

Dariusz Wójcik, National University of Singapore, Singapore.

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M&a research institute holdings inc. (9552.t).

Previous Close 4,935.00
Open 4,995.00
Day's Range 4,875.00 - 5,070.00
52 Week Range 2,383.33 - 7,500.00
Volume 1,959,700
Avg. Volume 878,430
Market Cap (intraday) 287.265B
Beta (5Y Monthly) --
PE Ratio (TTM) 81.30
EPS (TTM) 60.33
Earnings Date Apr 30, 2024
Forward Dividend & Yield --
Ex-Dividend Date --
1y Target Est 7,311.20

M&A Research Institute Holdings Inc. Overview Capital Markets / Financial Services

M&A Research Institute Holdings Inc. engages in the mergers and acquisitions (M&A) intermediary activities in Japan. It operates M&A sites and media. The company serves various industries comprising construction, human resources, IT/communication/system development, transportation, real estate, treatment/welfare/nursing, finance/insurance, travel, food and beverages, education, retail, service, manufacturing, leisure facilities, and environment/bio. M&A Research Institute Inc. was incorporated in 2018 and is headquartered in Tokyo, Japan.

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Performance overview: 9552.t.

Trailing total returns as of 4/26/2024, which may include dividends or other distributions. Benchmark is Nikkei 225 .

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Why ACM Research Shares Are Falling Today

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ACM Research reports robust first-quarter revenue and shipment growth, exceeding 100% year-over-year.
Despite strong performance, ACMR shares decline as preliminary figures fall below estimates, though full-year outlook remains intact.

ACM Research Inc. ACMR shares are trading lower on Friday after the company announced preliminary unaudited revenue and shipments for the first quarter.

The company registered preliminary unaudited revenue for the first quarter of 2024 of $150 million to $152 million versus the estimate of $152.41 million. This represents year-over-year growth of 102% to 105% .

The company said preliminary total shipments are expected to be in the range of $235 million to $240 million, which would represent year-to-year growth of 163% to 169%.

ACM Research reaffirmed full year 2024 revenue outlook in the range of $650 million to $725 million versus $701.7 million, which would represent year-to-year growth of 17% to 30%.

According to Benzinga Pro , ACM Research stock has gained over 117% in the past year. Investors can gain exposure to the stock via Invesco Semiconductors ETF PSI and Matthews China Discovery Active ETF MCHS .

ACMR Price Action: ACM Research shares are trading lower by 4.28% to $27.08 at publication Friday.

Read Next: Snap Investors Celebrate Q1 Earnings, But Analysts Aren’t Ready To Party Just Yet: ‘The Most Expensive Name In Social’

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Texas A&M Engineer Receives Research.com's 2024 Mechanical and Aerospace Engineering Leader Award

April 25, 2024 By Faculty Affairs

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Dr. J.N. Reddy (J. Mike Walker '66 Department of Mechanical Engineering, College of Engineering) has been recognized by Research.com with their 2024 Mechanical and Aerospace Engineering Leader Award , along with no. 5 and no. 8 rankings among national and worldwide mechanical engineers, respectively.

Dr. Reddy is a Regents and University Distinguished Professor of Mechanical Engineering. He holds affiliated faculty positions within the departments of aerospace, civil and environmental, and materials science and engineering. Dr. Reddy was inducted as a member of the National Academy of Engineering in 2015 and is accepting his third consecutive Leader Award from Research.com.

Rankings within the field of mechanical and aerospace engineering are based upon scientists' Google Scholar and Microsoft Academic Graph profiles, reviews across several indicators, and metrics — namely the D-index (Discipline H-index) metric, which only includes papers and citation values for an examined discipline. The rankings include only leading scientists with D-indexes of at least 30 for academic publications made in the area of mechanical and aerospace engineering.

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Research.com summarized the statistics and trends from their ranking.

Research.com is a leading educational platform that helps students find the best schools, academic opportunities, and career paths. They provide a wide range of comprehensive, well-researched, data-driven guides and resources prepared by a team of experts who work collaboratively to answer reader questions and help readers make informed decisions.

The platform also features an annual ranking of the best scientists in the world. These annual lists are designed to offer the academic community more visibility and exposure to the influential research contributions made by those at the forefront of science in different countries, as well as within different universities and research institutions. The intention is that these rankings inspire researchers, decision-makers, and entrepreneurs around the world to find out where leading experts are heading.

In his congratulatory note to Dr. Reddy, Research.com co-founder and chief data scientist Dr. Imed Bouchrika specified that "being present in our ranking is definitely a great achievement for [the scientist] and [their] university or research institution."

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Research Funded by the National MS Society

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Recruited and provided training to more than 1,000 new MS researchers to the field
Provided early career support and funding to many thought leaders in MS research
Set standards in diagnosis, symptom management, pediatric MS, integrative therapies, rehabilitation and wellness research, clinical trial strategies and stem cell research
Targeted highly promising areas of research, such as race and gender differences — to expedite progress and set the stage for clinical trials
Helped launch the MS field of nerve and myelin repair, which resulted in trials of repair strategies to restore function for people living with MS
Drove research uncovering genes that contribute to MS susceptibility and new treatment avenues, and funded pivotal findings on the role of EBV and other viral triggers of MS
Funded a groundbreaking study that produced a scientifically sound measure of the prevalence of MS to help us better understand the disease and find solutions
Paved the way for the development of disease-modifying therapies for MS and launched a unique commercial research funding program to support the creation of new treatment strategies

Global Collaboration

We fostered the creation of the International Progressive MS Alliance , an unprecedented global collaboration of MS organizations, researchers, health professionals, the pharmaceutical industry, companies, trusts, foundations, donors and people affected by progressive MS — working together to address the unmet needs of people with progressive MS.
We led the MS Outcome Assessments Consortium , working toward creating robust clinical outcome measures to improve and speed MS clinical trials of new therapies.
Our funding supported the International MS Genetics Consortium in completing the largest MS genetics study to date .
We provided seed funding to create the International MS Microbiome Consortium to understand how gut bacteria influence MS and seek probiotic solutions
With ECTRIMS, the Society supports the International Advisory Committee on Clinical Trials in MS, which provides guidance on planning clinical trials for new agents for the treatment of MS, improving diagnosis and other critical issues
We held the first-ever Pathways to Cures Global Summit, convening nearly 200 participants from 15 countries. The summit reviewed recent scientific advances, refined the Pathways roadmap and developed a global strategy of collaboration and alignment of investments into areas of high opportunity to speed the development of MS cures.

At hospital co-op, this Northeastern student is helping bridge the gap between neonatal care and research

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Isabella Rando is completing a co-op the Center for Child Development and Lactation at Brigham and Women’s Hospital.

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Isabella Rando playing on the floor with a child.

Witnessing a live birth can give someone a new perspective on life.

That’s certainly the case for Isabella Rando, a third-year behavioral neuroscience major who is completing a co-op at the Center for Child Development and Lactation at Brigham and Women’s Hospital, which treats babies born prematurely and with complex diseases.

Recently, Rando had one of the most transformative weeks of her life — witnessing five C-section procedures in a matter of two days.

“To be in the room when a human life takes its first breath, and to see the new parents be excited for the adventure, and these doctors saying ‘Welcome to the world!’ It was so life-changing,” she says. “I remember telling one of the residents, ‘I can’t imagine this could ever get old.’”

This is Rando’s second co-op at the Boston hospital. Last year, she was a medical assistant and worked at an outpatient clinic that treated adults. But she wanted to combine her experience working at the hospital with what she learned at the Center for Cognitive Brain Health at Northeastern University, where she focused on understanding how nutrition, exercise and fitness affect the brain development of young children.

So she went to work developing her second co-op at the hospital with a focus on pediatrics. That’s what led her to the Center for Child Development and Lactation, where she is now getting clinical experience as well as research experience.

Premature babies can have challenges feeding

On the research front, Rando is exploring two areas. First, she is analyzing the results of a survey by the hospital’s pediatrics department. The survey was given to the families of preterm infants that focused on understanding how frequently their newborns showed symptoms of problematic feeding.

“Some of these symptoms include seeming uncomfortable after feeding, getting exhausted during eating, holding their breath while eating, or breathing faster while eating. The survey also asks whether the baby is exclusively breastfeeding, exclusively bottle-feeding, or a combination of both,” Rando says.

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Rando’s job is to sift through the data to see the differences and frequency of issues that occur in the various ways a baby can be fed — breast, bottle or both.

“I am also looking to see what factors, such as gestational age (a measure of how long pregnancy lasts starting from the beginning of the women’s last menstrual period), are predictors or correlates of feeding issues,” she says.

Premature babies often have difficulty with feeding, Rando says, because they haven’t had time to develop “mature oral feeding skills.”

“This is because of issues that occur during one or many of the three phases of mature feeding: issues during the oral phase (involved in sucking) would result in issues like biting and chewing during feeding, whereas issues during the pharyngeal or esophageal phases (involved in swallowing) would result in issues like choking or reflux,” she says.

These issues can have a long-term impact on a child’s development, Rando stresses.

Rando is also helping conduct research on understanding the impact transition-to-home programs have on infants’ weight gain and hospital admission rates.

“Transition-to-home programs, like the one offered at Brigham and Women’s Hospital, are designed to help families and their infants after they leave the NICU by providing support, education, and care coordination to ensure a smooth and seamless transition,” Rando says. “The hope is that these Transition to Home programs reduce rehospitalizations and improve the rate of weight gain so that these babies can grow and develop on par with healthy, full-term infants.”

Isabella Rando putting together a monitor connected to a baby's foot.

Gap between clinic and research

Rando is in the clinic Mondays through Thursdays from 8:30 a.m. to 5 p.m.

She spent the first few weeks, shadowing clinicians and medical professionals, getting the hang of the operations of the clinic.

“I had never really worked in such a multidisciplinary setting where there’s speech and language pathologists. Those are our feeding therapists. There’s occupational therapists and physical therapists. There’s neonatologists. There’s nutritionists.”

“Any combination of those providers could be seeing one baby at one visit,” she adds.

Now that she’s a few months in, she is helping set up follow-up appointments and ensuring patients involved in research studies are regularly checked on.

“One of my roles is to help bridge the gap between what’s happening in the clinic and what’s happening on the research side of things,” she says. “I will go in and identify any of our patients who are enrolled in research studies, so that we can make sure that everything is taken care of when they come in. They’re getting their clinic visit and seeing the neonatologist, but also any research follow-ups that need to occur are happening at the same time.”

In addition to playing a role in helping bring a new life into the world, Rando says she’s been greatly encouraged by the clinicians who work with her. The experience has only solidified that she is on the right path.

“Being surrounded by such intelligent and inspiring women every day in this field is so exciting to me because it shows that I’m doing everything in my power to be in their shoes one day,” she says, “I’m going to embrace every step along that journey.”

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Researchers detect a new molecule in space

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New research from the group of MIT Professor Brett McGuire has revealed the presence of a previously unknown molecule in space. The team's open-access paper, “ Rotational Spectrum and First Interstellar Detection of 2-Methoxyethanol Using ALMA Observations of NGC 6334I ,” appears in April 12 issue of The Astrophysical Journal Letters .

Zachary T.P. Fried , a graduate student in the McGuire group and the lead author of the publication, worked to assemble a puzzle comprised of pieces collected from across the globe, extending beyond MIT to France, Florida, Virginia, and Copenhagen, to achieve this exciting discovery.

“Our group tries to understand what molecules are present in regions of space where stars and solar systems will eventually take shape,” explains Fried. “This allows us to piece together how chemistry evolves alongside the process of star and planet formation. We do this by looking at the rotational spectra of molecules, the unique patterns of light they give off as they tumble end-over-end in space. These patterns are fingerprints (barcodes) for molecules. To detect new molecules in space, we first must have an idea of what molecule we want to look for, then we can record its spectrum in the lab here on Earth, and then finally we look for that spectrum in space using telescopes.”

Searching for molecules in space

The McGuire Group has recently begun to utilize machine learning to suggest good target molecules to search for. In 2023, one of these machine learning models suggested the researchers target a molecule known as 2-methoxyethanol.

“There are a number of 'methoxy' molecules in space, like dimethyl ether, methoxymethanol, ethyl methyl ether, and methyl formate, but 2-methoxyethanol would be the largest and most complex ever seen,” says Fried. To detect this molecule using radiotelescope observations, the group first needed to measure and analyze its rotational spectrum on Earth. The researchers combined experiments from the University of Lille (Lille, France), the New College of Florida (Sarasota, Florida), and the McGuire lab at MIT to measure this spectrum over a broadband region of frequencies ranging from the microwave to sub-millimeter wave regimes (approximately 8 to 500 gigahertz).

The data gleaned from these measurements permitted a search for the molecule using Atacama Large Millimeter/submillimeter Array (ALMA) observations toward two separate star-forming regions: NGC 6334I and IRAS 16293-2422B. Members of the McGuire group analyzed these telescope observations alongside researchers at the National Radio Astronomy Observatory (Charlottesville, Virginia) and the University of Copenhagen, Denmark.

“Ultimately, we observed 25 rotational lines of 2-methoxyethanol that lined up with the molecular signal observed toward NGC 6334I (the barcode matched!), thus resulting in a secure detection of 2-methoxyethanol in this source,” says Fried. “This allowed us to then derive physical parameters of the molecule toward NGC 6334I, such as its abundance and excitation temperature. It also enabled an investigation of the possible chemical formation pathways from known interstellar precursors.”

Looking forward

Molecular discoveries like this one help the researchers to better understand the development of molecular complexity in space during the star formation process. 2-methoxyethanol, which contains 13 atoms, is quite large for interstellar standards — as of 2021, only six species larger than 13 atoms were detected outside the solar system , many by McGuire’s group, and all of them existing as ringed structures.

“Continued observations of large molecules and subsequent derivations of their abundances allows us to advance our knowledge of how efficiently large molecules can form and by which specific reactions they may be produced,” says Fried. “Additionally, since we detected this molecule in NGC 6334I but not in IRAS 16293-2422B, we were presented with a unique opportunity to look into how the differing physical conditions of these two sources may be affecting the chemistry that can occur.”

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Found in space: Complex carbon-based molecules

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Feature Stories 2024: Olivia Munyambu '24: Researching the mental health of UMassD students of the African diaspora

Honors nursing major's research exposes healthcare disparities in the U.S.

Olivia Munyambu '24 said she took a leap of faith when she decided to attend UMass Dartmouth.

Her intuition has served her well. In addition to graduating as a Commonwealth Scholar next month, Honors nursing major Munyambu has been named to the Chancellor's List multiple times and received the STEMMing While Black Academic Achievement Award and an Office of Undergraduate Research grant. She entered college with 30 Advanced Placement/dual enrollment credits.

In choosing a nursing career, Munyambu was mainly influenced by her aunt, a visiting nurse who treated patients in their homes. When her grandmother died due to complications related to heart failure, Munyambu observed that access to healthcare depended on what you can afford, and she wanted to learn more about disparities in healthcare in the United States.

For her Honors College APEX Project, "Addressing Mental Health Amongst Undergraduate Students of the African Diaspora on the University of Massachusetts Dartmouth Campus," Munyambu, whose family is from Kenya, examined the ways students of African descent manage their mental health. This topic, she found, is not widely discussed within Black communities.

Research on UMassD students of the African diaspora

Why did you choose this research project .

"A common theme I've noticed through an examination of the literature, in addition to my own experiences firsthand, is that mental health is not a widely discussed topic within Black communities. I wanted to examine ways in which students of the African diaspora are managing their mental health and how they are coping with stressors in day-to-day life (academic, social/campus, and institutionalized).

" I also sought to examine how life experiences, including encounters with racism, ha ve impacted one's life outlook, interactions with others, and one's response to their environment. I utilized aspects of Indigenous Wholistic theory , which views participants as a whole and extends beyond their immediate needs, and Afrofuturism, where Black people take charge of our futures by identifying changes the y want to see and initiating them.

"Black student participants expressed that they do not interact with white students in the same manner that they would with each other. Additional findings include a sense of 'being too small' as a single individual to create meaningful change to the systematic and institutionalized racism that persists in society. Black men appeared to have a more difficult time managing societal pressure of being both Black and a man than Black women."

Has your research project affected your educational experience or career goals?

"Conducting this research as a Black student required me to further examine just how much racism has penetrated everyday life and how it has also impacted the health of Black people.

"Regardless of which healthcare topic I chose to explore for an assignment, whether it be obesity rates, maternal mortality rates, access to quality healthcare, a disparity exists that is unfavorable to Black patients. According to the Centers for Disease Control, Black individuals in the U.S are more likely to suffer from complications related to obesity, hypertension, asthma, diabetes, and heart disease when compared to their white counterparts.

"The research and assignments that I completed have made me passionate to continue exposing longstanding healthcare disparities in this country. I plan to advocate for Black peoples by continuing to bring to light the deep roots of racism through research and advancing my education."

UMass Dartmouth experience

Why did you choose to attend umassd .

"I knew I wanted to pursue nursing, so I decided to apply to UMassD. My Christian faith has become a major part of my life throughout my time in college and was a compelling factor in choosing this school. I am glad I came here. I met a lot of people and made lifelong friends."

Small class sizes and the financial support she received are also reasons why Munyambu chose to join the Corsairs.

What do you think makes UMassD special?

"Supportive faculty who are always available to answer questions. Professors Melissa Desroches (Nursing) and Viviane Saleh-Hanna (Black Studies), assisted me greatly with designing the research study, how it would be conducted, and provided direction throughout the project. Associate Professor Jennifer Viveiros (Nursing) encouraged me to keep going at times when I felt overwhelmed."

What did you enjoy about the Honors College?

"I like the camaraderie of the small classes and being able to interact with professors easily. Being able to enroll in classes early is a nice benefit. Hearing perspectives from different academic backgrounds was refreshing."

College of Nursing & Health Sciences (CNHS) experience

What has been your experience working with and learning from faculty in cnhs .

"Faculty always make themselves available to answer any questions I have and to meet during office hours. The faculty are very knowledgeable, approachable, and provide good feedback. Clinical instructors have also been great in supporting students within the clinical field."

Future plans

After taking her nursing boards in July, Munyambu plans to return to Worcester to work in a hospital there. She would like to specialize in maternal/infant health, earn a master's degree in nursing, and become a midwife.

"I'd like to advise on health promotion for pregnant women. The presence of the complications I mentioned above prior to pregnancy greatly increases the likelihood of developing pregnancy-related complications. These challenges can be mitigated and decreased amongst Black mothers through health promotion initiatives, including advocacy on the public policy level against systemic racism in addition to community outreach and educational programs."

"The research and assignments that I completed have made me passionate to continue exposing longstanding healthcare disparities in this country. I plan to advocate for Black peoples by continuing to bring to light the deep roots of racism through research and advancing my education." Olivia Munyambu '24

Hometown: Worcester, MA
Honors: Honors College, Chancellor's List multiple semesters
Research: APEX Project on the mental health of UMassD students of the African diaspora
Leadership and Service: DEI representative, Honors Student Council
Student Organizations: Campus Crusade for Christ, House of Deliberations
Awards/Fellowships: STEMming While Black Academic Achievement Award, OUR grant, 2023

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Apr 24, 2024 Olivia Munyambu '24: Researching the mental health of UMassD students of the African diaspora

Apr 11, 2024 Apeksha Prasai '25: Embracing change

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Foreign states targeting sensitive research at UK universities, MI5 warns

Ministers considering more funding to protect important research sites, with China seen as a particular concern

MI5 has warned universities that hostile foreign states are targeting sensitive research, as ministers consider measures to bolster protections.

Vice-chancellors from 24 leading institutions, including Oxford, Cambridge and Imperial College London , were briefed on the threat by the domestic security service’s director general, Ken McCallum, and National Cybersecurity Centre (NCSC) chief, Felicity Oswald.

In addition, the UK government is looking at increased funding to improve security at sensitive sites. Oliver Dowden, the deputy prime minister, announced plans for a consultation on a package of measures that could include looking at key university personnel being given security clearance and a strengthened process to improve the transparency of funding, particularly with foreign institutions.

The measures will be focused on a small proportion of academic work, with a particular focus on research with potential dual uses in civilian and military life.

McCallum told the vice-chancellors that hostile states are targeting universities to steal technology that can “deliver their authoritarian, military and commercial priorities”, the Times reported.

The government ordered a review of protections for higher education in its refreshed foreign and security policy last year amid concerns that hostile states – and particularly China – were gaining undue influence over the sector.

Dowden has previously warned that some universities’ reliance on overseas funding could leave them open to being “influenced, exploited, or even coerced” by a foreign power.

After the security briefing, Dowden said: “For a millennium, our universities have thrived on being open – open to ideas, open to innovation, open to being independent of government.

“This is not about erecting fences, this is about balancing evolving threats and protecting the integrity and security of our great institutions.”

The consultation will explore proposals to protect cutting-edge technology under development in sensitive sectors that are being targeted by states intent on stealing intellectual property to enhance their own economic and military capabilities.

The NCSC and the National Protective Security Authority have also launched a tool to help universities assess their research security.

Michelle Donelan, the science and technology secretary, said: “I believe that universities are on the frontlines of a battle for information.

“Maintaining the UK’s world-leading reputation as an academic superpower relies on having strong safeguards to protect research from those who wish to do us harm.”

Tim Bradshaw, chief executive of the Russell Group of leading research universities, said: “Russell Group universities take their national security responsibilities incredibly seriously and already work closely with government and the intelligence community to help protect UK breakthroughs in fields like AI, which are important to our national interest.

“But we also recognise security is a dynamic and evolving challenge which means we need the right expertise and intelligence to keep pace with this.”

Universities UK chief executive Vivienne Stern said: “For several years, Universities UK has worked with government to ensure that universities are supported and equipped to recognise and mitigate risks to national security.

“This is important and necessary, and we welcome the government’s approach to working hand in hand with us to get the mechanisms right.”

Universities
University of Oxford
University of Cambridge
Imperial College London

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