Mergers & Acquisitions

Chairman and CEO Vicente Reynal explains why Ingersoll Rand extended equity ownership to all of its employees.

This issue of MIT SMR looks at corporate values and purpose, risk management, and the role of the CFO in acquisitions.

When CFOs have greater influence, companies are less likely to destroy value by overpaying for acquisitions.

In a Q&A, two Alaska Airlines executives discuss the technology integration challenges of a corporate acquisition.

The data science management process, job moves for pay equity, and political concerns in M&As.

When managing a merger, pay attention to political disparities.

Getting ahead of industry disruption, successful frameworks for strategic decision-making, and creating value through customer experience.

You can create significant value by buying troubled businesses and fixing them up. Here’s how.

IBM’s investment in Red Hat is a bet for making inroads into cloud infrastructure.

Unlikely collaborators are teaming up to provide higher-quality, lower-cost services.

Harvard Business School’s Regina Herzlinger examines collaboration and innovation in health care.

Businesses are averting disruption by beating their new competition, joining them, or waiting them out.

Improved performance rests not upon tangible investments, but on the intangibles of workers’ perceptions.

How do you develop strategy in a business environment exemplified by rapid change and uncertainty about the future?

Deal markets can be “hot” or “cold,” and that can bias executives’ evaluations of potential acquisitions.

This year’s winning article is “Making Mergers Work,” by Hamid Bouchikhi and John R. Kimberly.

Executives can overlook questions of identity when seeking synergies from mergers and acquisitions.

To decide whether to pursue a global strategy, you need to examine industry dynamics.

A company’s policies provide insight into its culture.

When one company acquires another, executives have 10 distinct options for the corporate rebranding.