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Innovation and Corporate Mergers

Innovation and Corporate Mergers It is common to identify cultural differences between the acquired and acquiring firms as the cause of the failure of individual mergers. For example, H. Ross Perot, the head of Electronic Data Systems, found it impossible to function after General Motors acquired his firm. Many blamed the clash in cultures between an oldline, bureaucratic manufacturing firm and an innovative, flexible computerage firm. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Business Strategy Emerald Publishing

Innovation and Corporate Mergers

Journal of Business Strategy , Volume 12 (1): 3 – Jan 1, 1991

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0275-6668
DOI
10.1108/eb060098
Publisher site
See Article on Publisher Site

Abstract

It is common to identify cultural differences between the acquired and acquiring firms as the cause of the failure of individual mergers. For example, H. Ross Perot, the head of Electronic Data Systems, found it impossible to function after General Motors acquired his firm. Many blamed the clash in cultures between an oldline, bureaucratic manufacturing firm and an innovative, flexible computerage firm.

Journal

Journal of Business StrategyEmerald Publishing

Published: Jan 1, 1991

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