In 1999, a powerful struggle of sophisticated corporate and interpersonal networks has led to a failed merger of Banca Commerciale Italiana and Unicredito Italiano - the two largest Italian banking group. This case examines the actions and Abelli Saviotti, one of the leaders of Banca Commerciale Italiana at the time, as well as those of the central players in the Banca d'Italia, Mediobanca, as well as several well-known national and international banking and industrial groups. Events have shed light on the management of multi-resource dependencies and tactics of political influence as an important condition for the implementation of well thought-out business strategy. "Hide
by Tiziana Casciaro, Kathleen L. McGinn, Massimiliano Belingheri Source: Harvard Business School 23 pages. Publication Date: January 11, 2002. Prod. #: 402043-PDF-ENG
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