Corporate acquisitions are increasingly used to source external knowledge and capabilities. However, as is know from the daily news, these strategic endeavours have not been very successful in the past. Often, technology-intensive acquisitions cause a drop in innovativeness and the departure of key innovators. This book aims to support managers in mastering this innovation dilemma.Acquisitions are increasingly used to source capabilities, but often without success. Based on best practices from companies such as HP, IBM, GE and Intel, the book outlines the key factors impacting innovativeness post acquisition. These underpin a strategic acquisition and integration management concept. The author provides tools to support managers in their selection of the appropriate target, conducting a technology due diligence, and in choosing and managing the right integration approach.

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