Transition of R&D and product development procedures after mergers and acquisitions: a case study of Intermagnetics General and Philips Healthcare
by Ulrike Rehn; Pier A. Abetti
International Journal of Technology Management (IJTM), Vol. 61, No. 2, 2013

Abstract: This paper presents an in-depth case study of the transition of R&D and product development procedures after the acquisition of a small entrepreneurial US high-tech company, Intermagnetics General Corporation (IGC), by a leading multinational, Philips of the Netherlands. We summarise the findings of interviews conducted in 2011 of IGC and Philips researchers and managers concerning the 5-year post-merger integration process, the alignment of rewards and incentives, the effect of market life cycle and product development strategies, the redefinition of relationships and expectations, the internal and external driving forces and the successful results. We conclude with the lessons learned, the limitations of the study and possible directions of future research.

Online publication date: Sat, 06-Apr-2013

The full text of this article is only available to individual subscribers or to users at subscribing institutions.

 
Existing subscribers:
Go to Inderscience Online Journals to access the Full Text of this article.

Pay per view:
If you are not a subscriber and you just want to read the full contents of this article, buy online access here.

Complimentary Subscribers, Editors or Members of the Editorial Board of the International Journal of Technology Management (IJTM):
Login with your Inderscience username and password:

Username:        Password:          Forgotten your password?

Want to subscribe?
A subscription gives you complete access to all articles in the current issue, as well as to all articles in the previous three years (where applicable). See our Orders page to subscribe.

If you still need assistance, please email subs@inderscience.com