The ten papers in the 2012 edition of the annual collection assess organizational factors that might account for merger and acquisition (M&A) success, examine what happens after an acquisition is completed, and compare alliances with M&A as tools for enhancing operating efficiency and bargaining power. The opening paper proposes a dependence/contagion framework for predicting M&A activity at the national level, and the closing paper applies a decision making framework to uncover the factors most critical for merger and acquisition success. Cooper teaches organizational psychology at Lancaster University, and Finkelstein teaches management at Dartmouth College. Distributed in North America by Turpin Distribution. Annotation ©2013 Book News, Inc., Portland, OR (booknews.com)