000			01725cam a2200241 4500500
005			20250413012613.0
041			_afre
042			_adc
100	1	0	_aBarbaroux, Pierre _eauthor
700	1	0	_a Laperche, Blandine _eauthor
700	1	0	_a Laperche, Blandine _eauthor
245	0	0	_aThe failed birth of a giant: lessons learned from the collapse of the EADS / BAE systems merger
260			_c2013.
500			_a53
520			_aThis paper deals with the project of a merger between BAE systems and EADS, announced in September 2012 and finally cancelled one month later. It investigates the rationale of the merger project and the reasons that explain its collapse. Our first aim is to assess the importance - usually put forward in the literature - of the pre-merger phase in the success or the failure of a merger project. Our second aim is to put forward the specificities of mergers when defence firms are involved. Using a single case study methodology, we show that the economic rationality of the project was based on industrial complementaries, economic synergies and personal motives. We then investigate the many political divergences, specific to the defence industry, which emerged during the pre-merger phase. Finally, the paper draws on the implications of the failure of the merger project.JEL Codes: L10, L64, G34
690			_aBAE Systems
690			_adefence
690			_aEADS
690			_aEuropean Defence Technological and Industrial Base (EDTIB)
690			_aMerger
786	0		_nJournal of Innovation Economics & Management | 12 | 2 | 2013-06-01 | p. 103-125
856	4	1	_uhttps://shs.cairn.info/revue-journal-of-innovation-economics-2013-2-page-103?lang=en&redirect-ssocas=7080
999			_c1105924 _d1105924