Absorbing Strategic Capabilities Gained Through Mergers and Acquisitions
Name
2013_0101_AbsorbingStrategicCapabilities_AmiryanyRoss.pdf
Size
1.84 MB
Format
Adobe PDF
Checksum (MD5)
0827814134675bf7caca500be25bef5b
Author(s)
Amiryany, Nima
Ross, Jeanne W.
Date Issued
January 13, 2013
Publisher
Cambridge, Mass.: Center for Information Systems Research, Sloan School of Management, Massachusetts Institute of Technology
Citation
Amiryany, Nima and Jeanne W. Ross. “Absorbing Strategic Capabilities Gained Through Mergers and Acquisitions.” MIT CISR Research Briefing Volume XIII, no. 1 (January 2013). https://dspace.mit.edu/handle/1721.1/174800.
Series/Report no.
MIT CISR Research Briefing, Vol. XIII, No. 1
Abstract
Mergers and acquisitions aimed at gaining access to new strategic capabilities are occurring more frequently in the high-technology industry. Yet many of them fail. The same reason firms acquire strategic capabilities because they are hard to imitate or grow makes absorbing those capabilities difficult post-acquisition. In this briefing, we present a case study on how a company nearly lost and then learned to capitalize on the strategic capabilities it sought through an acquisition. We provide basic imperatives for successfully absorbing capabilities post-acquisition.
Subjects
Organizational Structure and Agility
Mergers and Acquisitions
Terms of Use
CC BY-NC 4.0 (Attribution-NonCommercial 4.0 International)
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