Managing the Strategic Dynamics of Acquisition Integration: Lessons from HP and Compaq

Managing the Strategic Dynamics of Acquisition Integration: Lessons from HP and Compaq S p r i n g 2 0 0 6 | V o l . 4 8 , N o . 3 | R E P R I N T S E R I E S C a l i f o rn ia Review Ma n a g e m e n t Managing the Strategic Dynamics of Acquisition Integration: Lessons From HP and Compaq Robert A. Burgelman Webb McKinney © 2006 by The Regents of the University of California Managing the Strategic Dynamics of Acquisition Integration: LESSONS FROM HP AND COMPAQ Robert A. Burgelman Webb McKinney n late 2005, the competitive effectiveness of Hewlett-Packard’s merger with Compaq was still a subject of debate among analysts and outside observers, and it may take at least another three years before it will be I unequivocally clear whether the HP-Compaq merger turns out to be a success or failure. While the jury is still out, we examine what can be learned already from the difficult challenge to operationally and strategically integrate two very large high-technology companies with established cultures in the context of a highly dynamic competitive environment. We combine first-hand responsibility in leading the HP-Compaq acquisition integration effort with http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png California Management Review SAGE

Managing the Strategic Dynamics of Acquisition Integration: Lessons from HP and Compaq

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Publisher
SAGE
Copyright
© 2006 The Regents of the University of California
ISSN
0008-1256
eISSN
2162-8564
D.O.I.
10.2307/41166347
Publisher site
See Article on Publisher Site

Abstract

S p r i n g 2 0 0 6 | V o l . 4 8 , N o . 3 | R E P R I N T S E R I E S C a l i f o rn ia Review Ma n a g e m e n t Managing the Strategic Dynamics of Acquisition Integration: Lessons From HP and Compaq Robert A. Burgelman Webb McKinney © 2006 by The Regents of the University of California Managing the Strategic Dynamics of Acquisition Integration: LESSONS FROM HP AND COMPAQ Robert A. Burgelman Webb McKinney n late 2005, the competitive effectiveness of Hewlett-Packard’s merger with Compaq was still a subject of debate among analysts and outside observers, and it may take at least another three years before it will be I unequivocally clear whether the HP-Compaq merger turns out to be a success or failure. While the jury is still out, we examine what can be learned already from the difficult challenge to operationally and strategically integrate two very large high-technology companies with established cultures in the context of a highly dynamic competitive environment. We combine first-hand responsibility in leading the HP-Compaq acquisition integration effort with

Journal

California Management ReviewSAGE

Published: Apr 1, 2006

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