On September 3, 2013, Microsoft announced that it would acquire Nokia’s mobile phone division for $7.2 billion. Through a series of...

The Mergers and Acquisition Synergies Framework we developed includes measures from research on national culture by Geert Hofstede, Erin...

Just 14 months after the acquisition, HP wrote down 80 percent of Autonomy’s purchase price. Four years later, HP sold Autonomy for a...

The public had mixed opinions about the HP-Autonomy merger. Some shareholders felt that HP overpaid to acquire Autonomy, a sentiment...

Leadership changes at HP soon after the merger resulted in friction affecting employees in both companies. HP’s decentralized management...

Autonomy’s work culture was different from what HP anticipated. HP found Autonomy’s culture to be more task–based and confrontational...

HP had little experience managing software and found the software business unfamiliar. HP ultimately made the decision to let Autonomy...

Shortly after Hewlett-Packard appointed Leo Apotheker to lead the company, the board approved the acquisition of the UK-based software...

. The research conducted in this paper is based upon the Mergers & Acquisitions Synergies Framework, developed by combining outside...

Nokia provided financial reports using IFRS while Microsoft reported using US GAAP. Differences in national culture combined with...

The citizens of Finland were unhappy with the announced Microsoft-Nokia merger. The Finns had long felt national pride from Nokia’s...

Management turnover during the period surrounding an acquisition is challenging, particularly when new leaders don’t share the same...

Microsoft discovered that Finns’ views on work-life balance are different from those of Americans. Behavioral misunderstandings caused...

Language differences impede communication. But communication issues arise from much more than just having employees who speak different...

Lenovo has yet to resolve all its cultural issues. As one global director said, “Until now, I think… [cultural integration] has not been...

It is a significant challenge bringing together two companies that have different cultural values concerning accounting and finance. ...

To say that the announced Lenovo-IBM merger was met with skepticism is an understatement. The US government pushed back as did the press,...

Determining who should lead the newly merged company is a critical decision. Management and employee turnover is disruptive and adds...

The relatively unknown Chinese computer manufacturer, Lenovo, set its sights high: acquire the legendary IBM PC division. Though there...