The higtory of DSS within the mergers and acquisitions movement is reviewed, and the number of changes which have taken place over thirty years is found to have been rather limited. The financial models have changed slightly, but the only major changes have been in database availability. The problem of where to search for the next step is addressed, and the suggestion is offered that the next important DSS area will lie in the softer sciences. Problems of organisation fit, personnel policy, and structure continue to be areas of serious difficulty during merger implementions, and that provides a fertile field for DSS profesionals to plough.
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