Abstract

This note examines the premise of the "Synergy Trap" wherein firms find that the acquisition synergies that are available from combining firms are often smaller than had been expected and difficult to achieve. In exploring this phenomenon, this note outlines a framework by which managers can analyze the postacquisition status of a newly formed entity and plan for performance improvements that will recoup any acquisition premiums paid.

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Citation

Harrigan, Kathryn. The Synergy Limitation Paradox. Columbia Business School: CaseWorks, Fall 2012.

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