Why do sustainable mergers fail to manage entrepreneurship?

9 p.This paper proposes a conceptual model using four failed mergers (Federated -Fingerhut, KCPL and Western Resources, Daimler–Chrysler and Alcatel–Lucent) and distinguishes two types of dimensions: type of failure (tangible and intangible) and degree of failure (fixable and unfixable). Using case studies as a research strategy and focusing on the Alcatel–Lucent merger, as an example of an idiosyncratic type of “merger of equals”, the model identifies the entrepreneurial conflict variable as a missed step for obtaining a sustainable merger process over time

Nokia acquires alcatel lucent: academic case

En 2015, Nokia anunció la adquisición de su competidor francés AlcatelLucent en un acuerdo de acciones. A finales de 2015, Nokia anunció la estructura organizativa compuesta por cuatro grupos empresariales: redes móviles, redes fijas, Aplicaciones y análisis, y redes IP / ópticas. Tras la adquisición, Nokia ha ido evolucionando su estructura operativa, con cambios como la creación de nuevos grupos empresariales y cambios en las funciones de soporte, entre otros. Pero a pesar de la evolución natural del diseño organizativo de una gran corporación, el modelo de grupo empresarial seguido de la adquisición de Alcatel-Lucent no solo se mantuvo sino que también se fortaleció con la creación de nuevos BG. Sin embargo, en octubre de 2019, Nokia anunció que la política de pago de acciones se pausaría hasta nuevo aviso, debido a un retraso en la carrera de la última tecnología de banda ancha móvil llamada 5G frente a sus principales competidores.Introduction ; Telecom equipment industry ; Nokia Company background ; Alcatel Lucent Company background ; The acquisition of Alcatel Lucent ; Organizational design in a post merger integration process ; The organizational structure of Nokia after the acquisition ; Looking forwardMagíster en Administración de Empresas, CESA.In 2015, Nokia announced the acquisition of its French-based competitor AlcatelLucent in an all-stock agreement. By the end of 2015, Nokia announced the organizational structure composed of four business groups: Mobile Networks, Fixed Networks, Applications & Analytics, and IP/Optical Networks. After the acquisition, Nokia has been evolving its operational structure, with changes such as creation of new business groups and changes in the support functions, among others. But despite the natural evolution of the organizational design of a large corporation, the business group model followed the acquisition of Alcatel-Lucent was not only maintained but also strengthened with the creation of new BGs. In October 2019, however, Nokia announced the share payment policy to be paused until new notice, due to a lag in the race of the latest mobile broadband technology called 5G against its main competitors.Maestrí

Simulating Partial Mesh of Multipoint-to-Multipoint (MP2MP) Provider Tunnels with Ingress Replication

Abstract RFC 6513 ("Multicast in MPLS/BGP IP VPNs") describes a method to support bidirectional customer multicast flows using a partial mesh of Multipoint-to-Multipoint (MP2MP) tunnels. This document specifies how a partial mesh of MP2MP tunnels can be simulated using Ingress Replication. This solution enables a service provider to use Ingress Replication to offer transparent bidirectional multicast service to its VPN customers

Analyses of 100 Gbps Coherent System Performances

This paper presents the results of laboratory and field testing of coherent 100 Gbps system with DP-QPSK modulation. Several measurements were performed including power budget, nonlinear threshold, spectrum filtration, constellation diagram, interoperability with 10 Gbps lambdas and dispersion compensation type impact. Field tests addressed transmission of 100 Gbps signal as an Alien Wavelength through multivendor network, influence of photonic service parallel to 100 Gbps signal and performance of 100 Gbps system over single fiber bidirectional transmission lines. 100 Gbps system has been found extremely resilient to most classical impairments thanks to advances error coding and compatible with standard 10 Gbps NRZ lambdas and any type of dispersion compensation. The system was also working over single fiber bidirectional lines and in parallel with Photonic Service of time transfer. The paper also shows recent results of single hop test with 100 Gbps system in laboratory environment

A typology of cooperation strategies in the telecommunication industry: An exploratory analysis and theoretical foundations

The value chain of the telecommunication industry is subject to a continuing disintegration which is caused by outsourced network operation, the provisioning of wholesale interfaces to competing service providers and the cooperative provisioning of broadband access. Thus, many companies regard cooperation as an element of cooperate strategy. In this paper we propose a cooperation topology for the telecommunication industry and identify drivers of cooperation based on the assessment of case studies. The results indicate that drivers of cooperation differ with respect to the cooperation direction and that the combination of complementary resources is the dominating driver of cooperation. --Cooperation,telecommunication,typology of cooperation strategies,transaction costs