Abstract
This paper presents an in-depth case study of the transition of R&D and product development procedures after the acquisition of a small entrepreneurial US high-tech company, Intermagnetics General Corporation (IGC), by a leading multinational, Philips of the Netherlands. We summarise the findings of interviews conducted in 2011 of IGC and Philips researchers and managers concerning the 5-year post-merger integration process, the alignment of rewards and incentives, the effect of market life cycle and product development strategies, the redefinition of relationships and expectations, the internal and external driving forces and the successful results. We conclude with the lessons learned, the limitations of the study and possible directions of future research.
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