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Show Results For
- All HBS Web
(2,864)
- People (5)
- News (288)
- Research (2,309)
- Events (6)
- Multimedia (5)
- Faculty Publications (1,997)
- June 2017
- Teaching Note
Succession Planning at Samsung: The Merger Formula of Cheil Industries and Samsung C&T
By: Gwen Yu
A merger deal of two Samsung group companies becomes a center of a corruption scandal. The merger of Cheil Industries and Samsung C&T was seen as a crucial step to transfer power to Lee Jae Yong, the heir of Samsung group. The deal was criticized to purposefully... View Details
- October 1996 (Revised December 1997)
- Case
American Cyanamid (A): Boardroom Response to a Hostile Takeover Offer
American Home Products' (AHP) $9 billion hostile takeover of American Cyanamid (Cyanamid) was the largest mergers and-acquistions transaction in 1994, and made AHP the fourth largest pharmaceutical firm in the United States. At the time of AHP's offer, Cyanamid had... View Details
Keywords: Governing and Advisory Boards; Mergers and Acquisitions; Corporate Governance; Pharmaceutical Industry; United States
Wruck, Karen, and Sherry P. Roper. "American Cyanamid (A): Boardroom Response to a Hostile Takeover Offer." Harvard Business School Case 897-048, October 1996. (Revised December 1997.)
- September 1988 (Revised January 1989)
- Case
Unisys: The Merger of Burroughs and Sperry
Mike Blumenthal, CEO of Burroughs, successfully executes the merger of Burroughs and Sperry in 1986. The case discusses the putting together of the two firms in a fast time period in order to achieve cost savings, high earnings, and an integrated culture. Blumenthal... View Details
Jick, Todd D. "Unisys: The Merger of Burroughs and Sperry." Harvard Business School Case 489-055, September 1988. (Revised January 1989.)
- August 1994
- Case
Intuit, Inc.
The merger of two computer software firms with very rapidly growing non-overlapping products makes great strategic sense, but presents difficult valuation and accounting problems. How can a firm pay $225 million to acquire another firm with negligible current earnings,... View Details
Keywords: Valuation; Mergers and Acquisitions; Applications and Software; Accounting; Financial Strategy; Goodwill Accounting; Corporate Finance; Information Technology Industry; United States
Fruhan, William E., Jr. "Intuit, Inc." Harvard Business School Case 295-028, August 1994.
- February 2005 (Revised November 2006)
- Case
Hewlett-Packard (A)
By: Rohit Deshpande and Seth Schulman
Since its controversial merger with Compaq, Hewlett-Packard had been under pressure by analysts and some stockholders to divest itself of its low-margin PC business. For CEO Carly Fiorina and others on HP's management team, however, PCs seemed integral to the company's... View Details
Keywords: Problems and Challenges; Customer Focus and Relationships; Mergers and Acquisitions; Information Infrastructure; Business Strategy; Price; Computer Industry
Deshpande, Rohit, and Seth Schulman. "Hewlett-Packard (A)." Harvard Business School Case 505-065, February 2005. (Revised November 2006.)
- November 2004
- Case
Barry Diller and IAC/InterActiveCorp
By: William A. Sahlman and Ryland Matthew Willis
Describes a discussion involving Barry Diller and the top management team at IAC/InteractiveCorp. about whether to buy LendingTree.com. If so, at what price and on what terms? View Details
- December 2003
- Case
Antitrust Regulations in a Global Setting: The EU Investigation of the GE/Honeywell Merger
By: Mihir A. Desai, Belen Villalonga and Mark Veblen
Helps students understand the principles underlying competition and antitrust policy in the context of the proposed GE-Honeywell merger. The U.S. Department of Justice has already approved the transaction and it is being considered by the European Commission. The... View Details
Keywords: Mergers and Acquisitions; Decisions; Economy; Fairness; Governing Rules, Regulations, and Reforms; Competition; Aerospace Industry
Desai, Mihir A., Belen Villalonga, and Mark Veblen. "Antitrust Regulations in a Global Setting: The EU Investigation of the GE/Honeywell Merger." Harvard Business School Case 204-081, December 2003.
- 01 Jan 2004
- News
A. G. Lafley, MBA 1977
that sells its products in 160 nations. "The biggest thing I worry about is that we'll make an acquisition or expand into a new market that stretches our capabilities beyond what we can really handle," he observes. So far, Lafley's... View Details
- January 2014 (Revised October 2014)
- Supplement
Mittal Steel's Pursuit of Arcelor (B)
By: Paul M. Healy and Penelope Rossano
Lakshmi Mittal, CEO of Mittal Steel, a UK-based company with Indian roots, took advantage of a weakened Arcelor that had successfully won a bidding war for Canadian steel company Dofasco, with an unsolicited bid to buy the company. Mittal's plans for acquiring Arcelor... View Details
- September 2013 (Revised March 2014)
- Case
Progress Energy and Duke Energy (A)
By: Guhan Subramanian and Charlotte Krontiris
Just as Duke Energy and Progress Energy announce their merger—forming the largest utility company in the United States, to be led by the current Progress CEO—a nuclear reactor owned by Progress suffers major damage and must be taken offline. While Progress grapples... View Details
Keywords: Duke; Progress; Nuclear Energy; Mergers and Acquisitions; Corporate Governance; Energy Sources; Energy Industry; United States
Subramanian, Guhan, and Charlotte Krontiris. "Progress Energy and Duke Energy (A)." Harvard Business School Case 914-011, September 2013. (Revised March 2014.)
- winter 1986
- Article
Auditor Changes Following Big Eight Mergers with Non-Big Eight Audit Firms
By: Paul M. Healy and Tom Lys
Healy, Paul M., and Tom Lys. "Auditor Changes Following Big Eight Mergers with Non-Big Eight Audit Firms." Journal of Accounting and Public Policy 5, no. 4 (winter 1986): 251–265.
- February 2012 (Revised November 2012)
- Case
Bain Capital: Outback Steakhouse
By: Paul Gompers, Kristin Mugford and J. Daniel Kim
Bain Capital had purchased Outback Steakhouse in 2007 and despite the myriad initiatives to improve operations, the financial collapse in 2008 threatened the company's ability to meet its loan covenants. Outback's performance steadily declined throughout the year. How... View Details
Keywords: Private Equity; Acquisition; Mergers and Acquisitions; Performance Expectations; Borrowing and Debt; Financial Services Industry; Food and Beverage Industry
Gompers, Paul, Kristin Mugford, and J. Daniel Kim. "Bain Capital: Outback Steakhouse." Harvard Business School Case 212-087, February 2012. (Revised November 2012.)
- October 2006 (Revised October 2006)
- Case
DLA Piper: Becoming a Global Firm
By: Jay W. Lorsch and Alexis Chernak
Focuses on DLA Piper, a global law firm resulting from the merger of the combined U.S. firm Piper Rudnick Gray Cary and the British firm DLA. At the time of the merger, the firms had similar strategies for the future and approaches to clients. While figuring out some... View Details
Keywords: Mergers and Acquisitions; Global Strategy; Leadership; Alignment; Expansion; Legal Services Industry; United States
Lorsch, Jay W., and Alexis Chernak. "DLA Piper: Becoming a Global Firm." Harvard Business School Case 407-057, October 2006. (Revised October 2006.)
- October 2003 (Revised October 2004)
- Case
AT&T Canada (A)
By: Andre F. Perold and Kwame C. Van Leeuwen
AT&T Canada (ATTC) is a merger arbitrage situation where AT&T Corp. has a contractual commitment to purchase the shares of ATTC at an escalating formula price. However, ATTC's business is performing poorly, and its bonds are trading at significant discounts to par.... View Details
Keywords: Agreements and Arrangements; Valuation; Mergers and Acquisitions; Investment; Telecommunications Industry; Canada
Perold, Andre F., and Kwame C. Van Leeuwen. "AT&T Canada (A)." Harvard Business School Case 204-087, October 2003. (Revised October 2004.)
- January 1988 (Revised January 1989)
- Background Note
The Tax Aspects of Acquiring a Business
Describes the various tax laws that impact the purchase and sale of a business. View Details
Roberts, Michael J. "The Tax Aspects of Acquiring a Business." Harvard Business School Background Note 388-081, January 1988. (Revised January 1989.)
- Fast Answer
Mergers & Acquisitions: deal type
SDC From the Database Selection window Mergers & Acquisitions tab, select U.S. Targets and/or Non-U.S. Target, and click OK. Select a preset or custom date and click OK. From the Deal tab, scroll down and double-click on Deal Type.... View Details
- 29 Oct 2019
- News
Is This Disney’s Next CEO?
the company should focus on franchises. “After that, Mayer began working on acquisition candidates, including comic-book publisher Marvel and Lucasfilm, the home of ‘Star Wars’,” the article notes, also mentioning Iger’s previous $7.4... View Details
- 29 Mar 2017
- News
Randy Day Named Perdue Farms CEO
was seen by some in the agribusiness sector as a safe move for the innovative company, writes DelmarvaNow. But Day was quick to counter that perception, telling the news outlet that “he will be just as willing as Perdue has always been to bet on new technology,... View Details
- 24 Apr 2014
- News
Navigating rough waters
bank through the financial crisis of 2008, including its rescue of Bear Stearns and acquisition of Washington Mutual. "Our aim is to be the world's most trusted and respected financial services institution," says Dimon, whose management... View Details
- January 2020
- Article
Jack of All Trades and Master of Knowledge: The Role of Diversification in New Distant Knowledge Integration
By: Frank Nagle and Florenta Teodoridis
We consider the role of individual-level diversification as a mechanism through which skilled researchers engage in successful exploration—recognizing and integrating new knowledge external to one’s domains of expertise. To approach an ideal experiment, we (1) employ a... View Details
Keywords: Individual-level Knowledge Diversification; Novel Knowledge; Knowledge Acquisition; Diversification; Innovation and Invention; Research
Nagle, Frank, and Florenta Teodoridis. "Jack of All Trades and Master of Knowledge: The Role of Diversification in New Distant Knowledge Integration." Strategic Management Journal 41, no. 1 (January 2020): 55–85.