by Wharton Management

During the tech boom of the 1990s, leading edge companies began buying up smaller firms -- and their promising, if untested, technologies -- to stay one step ahead of the competition.

Then the tech bubble burst and M&A activity came to a screeching halt.

 

Acquisition leader Cisco, which purchased 70 companies between 1992 and 2000, bought just two in 2001. It became evident that while some purchases helped acquirers reap benefits, many failed to create the intended value.

 

Wharton management professor Saikat Chaudhuri believes he knows why. His research is especially timely given the recent growth in M&A activity in the tech sector and other innovation-driven industries.
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