Strategy research on mergers and acquisitions has focused on classifying mergers into related, unrelated categories and recently according to strategic motives. By contrast, we focus on how the combined resources of the merging firms interact to create value. We identify five primary types of...

This case follows BP-0546, which is designed to allow two integration teams, each representing one of two different companies, to construct a joint post-acquisition-integration plan. The confidential background about one of the companies is provided in this case for one of the teams. BP-0547...

This case follows BP-0546, which is designed to allow two integration teams, each representing one of two very different companies, to construct a joint post-acquisition-integration plan. Some of the issues addressed by BP-0456 included (1) organization of Schuler, (2) staffing of management...

Successful acquirers plan PMI prior to closing, conducting due diligence on the many elements that must be combined, adopted, changed or eliminated as part of the post-merger value-capture activities. Integration due diligence includes strategy, architecture, plumbing-and-wiring, and culture....

In the B case, students discover the organizational structure chosen for the combined companies and learn that the leadership has changed since the announcement. Eleven days after the announcement of the acquisition of Sundstrand by Hamilton Standard, Raymond Kurlak of Hamilton stepped down and...