Some examples include: DEC/Digital (bought by Compaq), Netscape Server business (bought by Sun at the same time AOL bought the rest of the company), Compaq (bought by HP), Lotus (bought by IBM in a hostile takeover), Peoplesoft (hostile takeover by Oracle), BEA System (bought by Oracle), Sun (bought by Oracle).
There are also numerous examples in the telecommunications market.
The Oracle/Sun deal is the most interesting in this context, because it is a software company taking over a hardware company (yes, Sun has software, but one of the reasons Oracle bought it was to compete with HP & IBM on complete system integration all the way down to hardware).
It's clear there are plenty of examples where this didn't work. Google has a huge challenge, but there are some precedents for this working.
I don't understand what you mean. Compaq and Sun were struggling prior to being taken over, not afterwards.
I'm more familiar with the case of Sun, but in that case some kind of take over was what all the shareholders were hoping for. The employees and many in the tech industry might have preferred a different buyer.
As far as Sun goes there is a much longer time line between the Netscape purchase and there own, but the way Sun fell apart until its eventual purchase isn't what I would call a paragon of success.
While $12B off the balance sheet is a big number, it is not consequential to their operations or anything else they are thinking of doing. Unless they are going to acquire someone even larger.
Which it doesn't really.
I've never heard of such a large integration that has ever worked in the tech field; what percentage of Motorola's employees would be hired by Google through their normal rigorous procedure?
Large integrations have always been failures; this is definitely a bold move, but based on the history of these types of purchases elsewhere in the tech field, and the difference in corporate cultures, the best possible course would be to not integrate at all.