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By Andreas Freitag

As a primary step in the direction of employing company structure administration (EAM) in Mergers and Acquisitions (M&A), Andreas Freitag investigates the end-to-end applicability of commercial services within the M&A strategy of a company client association. companies nonetheless fight to control M&A successfully. an important variety of merger tasks don't succeed in the anticipated objectives or fail thoroughly. for that reason, businesses try and enhance their M&A potential by way of setting up the necessary abilities, association, strategies and strategies. EAM is an process for company and IT making plans, promising to give a contribution to the good fortune of industrial transformation demanding situations akin to M&A. enterprise strength types are an important component to a state-of-the-art EAM technique. they're often used as a place to begin to paintings collaboratively with enterprise and IT stakeholders.


  • Overview on cutting-edge of EA administration within the context of M&A
  • A theoretical beginning for enterprise capabilities
  • Understanding the company customer state of affairs and the company shopper M&A process
  • Application of industrial functions within the M&A process

Target Groups

  • Researchers and scholars within the box of industrial transformation, details structures, and informatics
  • Practitioners within the box of Business/IT administration, company structure, M&A, and Post-Merger Integration

About the Author

Andreas Freitag accomplished his doctoral thesis on the division of Informatics, Technische Universität München, less than the supervision of Prof. Dr. Florian Matthes.

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Additional resources for Applying Business Capabilities in a Corporate Buyer M&A Process

Example text

Primary activities are implementation of the new organizational structures, realization of quick wins, and implementation the strategy of the new enterprise [LM02, GS09]. Therefore, a well-structured approach to IT integration is not always part of top priority activities. But, from the perspective of an IT manager, it is the personal area of responsibility and thus receives primary attention [KS02, PP00]. Several studies on past mergers have shown that success of M&A can be strongly in uences by IT and IT integration work.

These tasks are performed by a multitude of di erent groups and individuals with multifaceted, sometimes competing goals and concerns [LM02]. Additionally, a merger project has to incorporate a large number of stakeholders from multiple disciplines [PP00]. In order to make the M&A process successful, it is essential to balance the diverging or con icting goals and concerns among the participants between both enterprises and within the groups in each enterprise [LM02]. *) 30 2 Introduction to Mergers & Acquisitions the often very complex M&A projects [LM02].

Unlike to other traditional management disciplines, the core literature for the area of EA Management is not known and the fundamental sources on the subject of EA Management, which provide an introduction are not clearly identi ed [My11]. Zachman [Za87] published one of the rst major publications on EA Management in 1987, which is still seen as relevant by many research groups and practitioners. Since then, a plurality of approaches to EA Management have been proposed by di erent groups of researchers, practitioners, and standardization bodies, which vary widely in respect to their methods, models, and languages [Ka08, My11].

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