Motiv för förvärv i en högteknologisk bransch
(2015) MIO920Production Management
- Abstract
- The M&A activity among companies worldwide increases every year, at the same time as much as 70 % of all M&A’s are being reviewed as failures. M&A’s are a fast mean of positioning for a company, which makes the strategy increasingly relevant for high-tech companies since the high tech industry can change in both quick and disruptive ways. This study aims to explore the most common motives which a high-tech company uses for M&A activity, as well as what alternative methods can be used to reach the same goals. To approach the problem eight companies in either high-tech industries or adjacent, with expertise and experience of M&A’s, were interviewed. In combination with the empirical study a literature study was performed to strengthen or... (More)
- The M&A activity among companies worldwide increases every year, at the same time as much as 70 % of all M&A’s are being reviewed as failures. M&A’s are a fast mean of positioning for a company, which makes the strategy increasingly relevant for high-tech companies since the high tech industry can change in both quick and disruptive ways. This study aims to explore the most common motives which a high-tech company uses for M&A activity, as well as what alternative methods can be used to reach the same goals. To approach the problem eight companies in either high-tech industries or adjacent, with expertise and experience of M&A’s, were interviewed. In combination with the empirical study a literature study was performed to strengthen or impair the results of the information gathered in the empirical study, as well as offer a comparison between the two. The results show how companies often prioritize control over both R&D and resources over the risk of losing internal focus or time-to-market. Furthermore the study showed the importance of the corporate culture aspect of M&A’s. To achieve the wanted synergy effects, thorough work is needed both before and after an M&A to handle differences in corporate culture. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/5050389
- author
- Henoch, Carl and Ringbrant, Max
- supervisor
- organization
- course
- MIO920
- year
- 2015
- type
- M1 - University Diploma
- subject
- keywords
- M&A, Motives for M&A’s, M&A strategy, High-tech industry, non-organic growth
- other publication id
- 15/5506
- language
- Swedish
- id
- 5050389
- date added to LUP
- 2015-02-16 14:35:48
- date last changed
- 2015-02-16 14:35:48
@misc{5050389, abstract = {{The M&A activity among companies worldwide increases every year, at the same time as much as 70 % of all M&A’s are being reviewed as failures. M&A’s are a fast mean of positioning for a company, which makes the strategy increasingly relevant for high-tech companies since the high tech industry can change in both quick and disruptive ways. This study aims to explore the most common motives which a high-tech company uses for M&A activity, as well as what alternative methods can be used to reach the same goals. To approach the problem eight companies in either high-tech industries or adjacent, with expertise and experience of M&A’s, were interviewed. In combination with the empirical study a literature study was performed to strengthen or impair the results of the information gathered in the empirical study, as well as offer a comparison between the two. The results show how companies often prioritize control over both R&D and resources over the risk of losing internal focus or time-to-market. Furthermore the study showed the importance of the corporate culture aspect of M&A’s. To achieve the wanted synergy effects, thorough work is needed both before and after an M&A to handle differences in corporate culture.}}, author = {{Henoch, Carl and Ringbrant, Max}}, language = {{swe}}, note = {{Student Paper}}, title = {{Motiv för förvärv i en högteknologisk bransch}}, year = {{2015}}, }