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Developing a Decision Making Model for Selecting an IT Post-Merger Integration Strategy
서병완,백승익 한국데이터전략학회 2012 Journal of information technology applications & m Vol.19 No.3
M&A (Merger and Acquisitions) is a standard corporate strategy frequently used by companies seeking to secure new growth engines and gain a solid foothold in their markets in order to become more globally competitive. To achieve the original goals of M&A, the two involved parties need to invest significant time and resources in integrating all aspects of the companies. A well-planned post-merger integration of information technology (IT PMI) by the two M&A parties is considered a crucial and difficult process because IT provides a fundamental infrastructure for integration. Considering various internal and external factors,the two parties normally formulate an IT PMI strategy. The many IT PMI strategies can be categorized into four major types: Renewal, Takeover, Standardization, and Synchronization. This study aims to develop a decision making model to help merger company and IT managers select the proper IT PMI strategy. More specifically, we identify key determinants that need to be considered when selecting a proper IT PMI strategy. The relative importance of each determinant is defined by analytic hierarchy process (AHP)analysis. Finally, this study evaluates each IT integration strategy under the identified determinants.
Doosan: Cross-Border M&A Strategy to Global Growth
서병완,고영희 한국경영학회 2017 Korea Business Review Vol.21 No.2
Doosan is the oldest company in Korea, and it now focuses on business in support infrastructure. Throughout its 120 years of history, Doosan had to make a number of strategic decisions to survive in an evolving economy. Traditionally, Doosan was a company that focused on domestic food manufacturing and retail in the Korean market. However, after the Asian economic crisis, the company decided to change its main business model and try its new global growth strategy. In order to achieve a rapid overseas expansion, Doosan expanded their business into heavy industry and construction with clear Mergers & Acquisitions (M&A) strategies. Now Doosan’s revenue grew from 3,400 billion Korean won (KRW) to 18,960 billion KRW. Furthermore, in 2015, 64% their revenue come from overseas, compared to 12% in 1998. In 2009, one of main Doosan company, Doosan Heavy Industries & Construction was ranked fourth among the BusinessWeek’s “World Best 40 Companies”. Doosan decided in a fast growing strategy with cross-border M&A and focused on building a new organizational culture as PMI (Post Merger Integration). This case examines how Doosan is successfully growing in the global market through cross-border M&A strategies and how it is preparing for its next hundred years.