Abstract
In this chapter we introduce the reader to the acquisition challenge. Acquisitions are particular organizational transformations that progress through different phases and leave both short-term and long-term imprints on the merged organization. Some of these imprints are desirable, including cost and revenue synergies, while effects such as increased complexity should be avoided. To decompose the acquisition challenge, we examine it in three parts. First, we discuss the different value-creating reasons that make firms engage in acquisitions. We then turn to the multiple layers of relevant outcomes on which acquisition success can be judged. Finally, we present a generic process model that describes the activities linking acquisition outset to outcomes.
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Henningsson, S., Toppenberg, G.N. (2020). The Acquisition Challenge. In: Architecting Growth in the Digital Era. Springer, Cham. https://doi.org/10.1007/978-3-030-39482-0_2
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DOI: https://doi.org/10.1007/978-3-030-39482-0_2
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