Due Diligence bei Unternehmensakquisitionen – eine empirische Untersuchung

Berens, Wolfgang; Strauch, Joachim

doi:10.3726/b13853

Cited by 15 publications

(2 citation statements)

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“…However, the realization of this decision is often not linked to technology and innovation management at all. The technologists are hardly involved in the strategic integration planning process early and deeply enough and decision-making is in the hands of financial, legal and strategy experts (Berens and Strauch, 2002). Thus the long-term value from realizing technological synergies is neither paid enough attention nor given appropriate consideration.…”

Section: Lack Of Integrative Decision-makingmentioning

confidence: 99%

Integration planning for technology intensive acquisitions

Bannert

Tschirky

2004

R & D Management

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Rapid technological change, growing technological complexity and shortening product life cycles increasingly force companies to source technologies externally. One means of building up competencies and fostering innovation based on external resources such as knowledge is through the acquisition of technology‐based companies. However as literature and practice have shown, technologically motivated and intensive acquisitions are highly vulnerable to failure. One of the main reasons for this value destruction lies in the miscarried and inappropriate integration of the technology‐based company after the acquisition. Based on eight in‐depth case studies on technology intensive acquisitions in multi‐national technology‐based companies this paper aims to identify the main causes of failure in internalizing external knowledge during the integration of technology intensive acquisitions. It was derived that a lack of integrative decision‐making, of systemic processes and of a holistic change of both companies during the integration hinders successful knowledge sourcing through acquisitions. Based on these findings, a concept for integration planning which is tailored towards the specific characteristics of technology intensive acquisitions is proposed. This concept is embedded in the acquisition process and encompasses the development of an appropriate integration strategy and the determination, assessment and planning of the required integration projects thus fostering successful knowledge sourcing.

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Section: Lack Of Integrative Decision-makingmentioning

confidence: 99%

Integration planning for technology intensive acquisitions

Bannert

Tschirky

2004

R & D Management

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“…In der Literatur sind bislang nur Aussagen zur "klassischen" Due-Diligence bei Unternehmensakquisitionen zu finden[BeBr99;Pico02], wobei man den Begriff mit "sorgfältige Kauf-oder Prospektprü -fung" ü bersetzen kö nnte, d. h. der angehende Käufer als Besitzer des Prozesses das Risiko von Fehleinschätzungen trägt. Zur Gestaltung eines beidseitigen Due-Diligence-Prozesses ist uns keine Literatur bekannt.In Kapitel 2 stellen wir zunächst Voraussetzungen und Ziele der Infrastrukturauslagerung vor.…”

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Scoring- und beidseitige Due-Diligence-Prozesse im Rahmen der Lieferantenauswahl beim Infrastrukturoutsourcing

2003

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Scoring and double-sided due diligence processes employed with vendor selection for IT infrastructure outsourcing Outsourcing opens the procurement of semi-finished products from business partners that are able to provide the respective processes in the required quality but at lower prices, e. g. because of bundling effects and specialization advantages. In particular, services that are not based on core-processes of an enterprise are well-suited for outsourcing. The evaluation of IT service outsourcing is difficult, because of its strategic position in enterprises. Against this background, this article describes a method to select a suitable vendor for IT infrastructure outsourcing employing scoring and double-sided due diligence processes. Our findings are based on experiences when selecting the vendor for outsourcing the European Information Technology Infrastructure (IT/I) area of the Deutsche Bank AG.

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Due Diligence bei Unternehmenstransaktionen

Schramm¹

2003

Ganzheitliches Corporate Finance Management

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Due Diligence bei Unternehmensakquisitionen – eine empirische Untersuchung

Cited by 15 publications

References 0 publications

Integration planning for technology intensive acquisitions

Integration planning for technology intensive acquisitions

Scoring- und beidseitige Due-Diligence-Prozesse im Rahmen der Lieferantenauswahl beim Infrastrukturoutsourcing

Due Diligence bei Unternehmenstransaktionen

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