The Value of the IT Division in a Merger and Acquisition Process
| dc.contributor.author | Blandford, Michael | |
| dc.date.accessioned | 2011-07-07T17:28:42Z | |
| dc.date.available | 2011-07-07T17:28:42Z | |
| dc.date.issued | 2011-07-07 | |
| dc.description | This paper was completed as part of the final research component in the University of Oregon Applied Information Management Master's Degree Program [see htpp://aim.uoregon.edu]. | en_US |
| dc.description.abstract | CIOs are often required to develop and implement merger and acquisition strategies to produce revenue and growth (Battey, 2000). Literature published between 1986 and 2011 is examined to identify the growing role of IT in the merger and acquisition process as a means of decreasing risk and project costs, and increasing corporate synergies and project success. The goal is to demonstrate the value of IT as part of the early core deal-making team. | en_US |
| dc.identifier.uri | https://hdl.handle.net/1794/11395 | |
| dc.language.iso | en_US | en_US |
| dc.relation.ispartofseries | AIM Capstone 2011;Michael Blandford | |
| dc.subject | Mergers and acquisitions | en_US |
| dc.subject | Risk reduction | |
| dc.subject | Information technology | |
| dc.subject | Due diligence integration manager | |
| dc.subject | Applied Information Management | |
| dc.subject | AIM | |
| dc.subject | Data | |
| dc.title | The Value of the IT Division in a Merger and Acquisition Process | en_US |
| dc.type | Other | en_US |