To complete this discussion, select one of the following pairs of organizations: American Airlines and Northwest Airlines. Anheuser-Busch and Coors. Hewlett-Packard and Xerox
To complete this discussion, select one of the following pairs of organizations:
American Airlines and Northwest Airlines
Anheuser-Busch and Coors
Hewlett-Packard and Xerox
Albertsons and Winn-Dixie
Dayton-Hudson (Target) and J. C. Penney company
Contrast the cultures of the pair of organizations you chose, using the following dimensions:
Strength of the culture
Fit of the culture with the industry’s environment
Adaptiveness of the culture
Which of the two is the better performer? On what did you base your conclusion? How does the performance of each relate to its organizational culture?
Xerox ends its hostile takeover bid for HP
Xerox has dropped its bid to merge with HP, citing the current global health crisis related to the COVID-19 coronavirus, Xerox said. The news was previously reported by the Wall Street Journal.
“The current global health crisis and resulting macroeconomic and market turmoil caused by COVID-19 have created an environment that is not conducive to Xerox continuing to pursue an acquisition of HP Inc,” Xerox said in a statement on Tuesday.
Xerox will not nominate candidates to HP’s board, and has withdrawn its offer.
“We have a healthy cash position and balance sheet that enable us to navigate unanticipated challenges such as the global pandemic now before us, while preserving strategic optionality for the future,” HP said in a statement.
Xerox had previously led a hostile takeover bid of HP which would combine the two legendary tech giants. HP had rejected Xerox’s proposals. In February, Xerox raised its offer to $24 per share, which would value HP at about $34 billion.
However, since Xerox sweetened its bid, the COVID-19 coronavirus outbreak spread around the world and has created economic uncertainty, which led to Xerox ceasing its pursuit of the transaction. HP is a larger company and is more highly valued than Xerox.
Attachments