The Value of the IT Division in a Merger and Acquisition Process

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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.identifier.uri http://hdl.handle.net/1794/11395
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.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


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