Word: mergers
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...Women had moved into Harvard classrooms in 1943, but it wasn’t until 1967 that they were allowed in Lamont Library. By 1970 Harvard and Radcliffe had held their first joint Commencement ceremony, and in a 1971 “non-merger merger” agreement, Harvard absorbed responsibility for Radcliffe’s finances. In 1975, for the first time, admissions officers began admitting female students to both Harvard and Radcliffe. And in 1977, Harvard officially took full responsibility for women’s undergraduate education and student life...
...result of the 1971 non-merger merger, Harvard took responsibility for women’s athletics in 1973. Harvard was slow to give its female teams the same support it traditionally offered its male ones. And women’s athletics had a lot of catching up to do because under Radcliffe, they had never been given adequate or comparable resources—especially in terms of access to adequate facilities, equipment and funding...
September 1, 1972: Assistant Professor of Clinical Psychology Martina S. Horner assumes Radcliffe presidency. She presides over a Radcliffe dealing with the aftermath of the “non-merger merger,” which gave Harvard control of Radcliffe’s daily operations and finances...
...merger would create, in terms of total revenues, one of the world's biggest telecommunications equipment makers, not a bad thing for Tchuruk to put on his résumé. For another, despite the pummeling it has take in the stock market, Lucent - which set a record for the biggest ipo in history when it was spun off from AT&T in 1996 - still retains some glossy assets, among them a huge U.S. sales force and customer base and the research capabilities of its highly regarded Bell Laboratories. (Although any deal involving a foreign takeover of that research facility...
...course, there's always that catchall explanation of "economies of scale" that gets trotted out whenever a questionable merger is being justified. In the case of Lucent and Alcatel there could, indeed, be enormous potential cost savings on the R&D side, but only if Alcatel does a better job of absorbing its new partner's operations than some of its critics say it has done so far. "We have not seen substantial synergies," says Neil Rikard, research director for networking in the U.K. office of technology consultancy Gartner Group, speaking of Alcatel's handling of its U.S. acquisitions...