When acquisitions go awry: pitfalls in executing corporate strategy
C. Gopinath
(C. Gopinath (PhD, University of Massachusetts, Amherst) is Associate Professor of Management at Suffolk University, Boston, MA. His research and consulting interests in strategy include turnaround management and organizational responses to growth and diversification. He is currently studying how management theories interact with indigenous practices as they are adapted for use in developing countries.)
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Abstract
Looks at five cases of significant value destruction – when acquisition was followed by divestiture at a much lower price. Notes that closer examination reveals several fault lines that companies frequently encounter as they execute their corporate strategy.
Keywords
Citation
Gopinath, C. (2003), "When acquisitions go awry: pitfalls in executing corporate strategy", Journal of Business Strategy, Vol. 24 No. 5, pp. 22-26. https://doi.org/10.1108/02756660310504933
Publisher
:MCB UP Ltd
Copyright © 2003, MCB UP Limited