GE P&W- DISTIBUTED POWER- GLOBAL COMMERCIAL DIVISION – MERGER & INTEGRATION STRATEGIC ANALYSIS

BENITEZ QUITERIO, SONIA (2015) GE P&W- DISTIBUTED POWER- GLOBAL COMMERCIAL DIVISION – MERGER & INTEGRATION STRATEGIC ANALYSIS. [Dissertation (University of Nottingham only)]

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Abstract

Globally, around 75% of Mergers and Acquisitions fail to achieve their strategic and financial objectives; but still, there are huge amount of Mergers that occur. In this era of intense and turbulent change, involving speedy technological developments and increasing globalization, mergers enable firms to achieve flexibility, leverage competencies, share resources, acquire technologies and produce opportunities that otherwise would be inconceivable.

The research for this dissertation is undertaken in order to study the merger that GE Power and Water business performed in October 2013, integrating Aero, Jenbacher and Waukesha Business into one unit called Distributed Power. The dissolution of the business announced in July 2015 gives insights of an unsuccessful merger that modified its internal organisational structure three times in two years.

There are two main objectives of this research. The principal objective is to examine to what extent the integration of Distributed power was effective, and analyse areas that could have led to the dissolution of the business. Further to this, it is intended to draw out from the analysis - of primary and secondary data- whether the organisational design (matrix structure with regionalisation and HQs scheme) was the best model to serve the market successfully, if not, the aim is to provide insights of a better model for that specific segment.

The study used quantitative and qualitative methods -interviews and surveys respectively-. Participants of this study were managers and executives from GE P&W DP Commercial, Sales and Services teams from four regions around the world. The main participant of this research is the Global Commercial Manager for Europe, Services COE global head.

The analysis was performed under four theories and frameworks: Integration (for integration analysis), complexity, decision making and firm environment test (for organisational design analysis).

The discussion was based on findings of primary data and was drawn according to main theories and empirical studies. The results in the discussion summary were benchmarked against other mergers that succeeded/failed in the global scenario.

Management recommendations and conclusions were finally drawn from the discussion, getting interesting insights to fulfil the explanations required to accomplish the main two objectives described in this abstract.

Item Type: Dissertation (University of Nottingham only)
Depositing User: BENITEZ QUITERIO, SONIA
Date Deposited: 11 Jun 2021 13:07
Last Modified: 11 Jun 2021 13:15
URI: http://eprints.nottingham.ac.uk/id/eprint/29929

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