Introduction

Abstract

There is a lack of comprehensive models of synergy management in the literature: the assessment of synergy value is a “black box” for both scholars and practitioners. Our aim is to provide a comprehensive framework of synergy management by the integration of findings from prior research and several disciplines. This framework highlights: the main dimensions of synergy management in mergers and acquisitions, the common pitfalls, and new models and tools to overcome these pitfalls. In order to reach our aim we have articulated the book in three chapters analyzing: the role of synergy in M&As; the synergy assessment process; the management of synergy pitfalls.