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By Andreas Freitag

As a primary step in the direction of making use of firm structure administration (EAM) in Mergers and Acquisitions (M&A), Andreas Freitag investigates the end-to-end applicability of industrial functions within the M&A means of a company customer association. organizations nonetheless fight to regulate M&A successfully. an important variety of merger initiatives don't achieve the predicted ambitions or fail thoroughly. consequently, businesses try and enhance their M&A strength via developing the mandatory abilities, association, techniques and techniques. EAM is an strategy for company and IT making plans, promising to give a contribution to the luck of industrial transformation demanding situations reminiscent of M&A. enterprise power types are a vital section of a state-of-the-art EAM procedure. they're usually used as a kick off point to paintings collaboratively with company and IT stakeholders.

Contents

  • Overview on state of the art of EA administration within the context of M&A
  • A theoretical starting place for enterprise capabilities
  • Understanding the company client situation and the company consumer M&A process
  • Application of industrial services within the M&A process

Target Groups

  • Researchers and scholars within the box of commercial transformation, details structures, and informatics
  • Practitioners within the box of Business/IT administration, company structure, M&A, and Post-Merger Integration

About the Author

Andreas Freitag accomplished his doctoral thesis on the division of Informatics, Technische Universität München, less than the supervision of Prof. Dr. Florian Matthes.

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Extra info for Applying Business Capabilities in a Corporate Buyer M&A Process

Example text

8 IT Integration Strategies A transaction may not succeed if IT planning is inappropriate or not aligned with the overall integration strategy, since appropriate IT support is essential for business operation [RS99, SJR96]. Therefore, the selection of an IT integration strategy is strongly dependent on the chosen overall integration strategy [Wi06a]. 3). Haspelagh and Jemison [HJ92] describe three integration types depending on the required degree of organizational autonomy and demand for strategic interdependencies.

Muller-Stewens and Jansen [JB08, LM02, MS00] identi ed six so called \merger waves" during the last century. Each wave was driven by di erent strategic goals, which have been in uenced by those theories for competitive advantage which were accepted at this time. 1 gives an overview on the merger waves, the leading strategy, the resulting integration requirements and an indication about the required level of post merger competence. It shows, that the two most recent waves demand an especially high level of integration competence.

Complementing the process phases, an M&A process comprises a number of di erent interdependent management dimensions [LM02, Me06]. Di erent authors de ne di erent boundaries for the single management dimensions, thus the single de nitions are not always selective. g. \(sub-)process" [LM02], \management issues" [Me06], or \key tasks" [GS09]. Typical management dimensions are \strategy", \ nance", \legal", \human resources", or \processes". g. [LM02]) di erentiate between core activities and supporting activities.

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