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With growing frequency, cross-border mergers and acquisitions are making the news, offering plentiful examples of success (?lker and Godiva) and failure (Daimler and Chrysler). What many of the successes have in common, say Wharton professor Harbir Singh and his research colleague, Wharton Fellow Prashant Kale, in a recent study, are five key issues that are managed differently than in traditional acquisitions. "Companies considering a merger can improve their chances for success by learning from these examples," notes Singh, Wharton professor of management and academic director of Strategic Alliances: Creating Growth Opportunities.
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