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dc.contributor.authorBlandford, Michael
dc.date.accessioned2011-07-07T17:28:42Z
dc.date.available2011-07-07T17:28:42Z
dc.date.issued2011-07-07
dc.identifier.urihttp://hdl.handle.net/1794/11395
dc.descriptionThis 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.abstractCIOs 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.language.isoen_USen_US
dc.relation.ispartofseriesAIM Capstone 2011;Michael Blandford
dc.subjectMergers and acquisitionsen_US
dc.subjectRisk reduction
dc.subjectInformation technology
dc.subjectDue diligence integration manager
dc.subjectApplied Information Management
dc.subjectAIM
dc.subjectData
dc.titleThe Value of the IT Division in a Merger and Acquisition Processen_US
dc.typeOtheren_US


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