This book deals with the critical issues in the management of high-technology enterprises. It focuses on management decisions in each of the major activities typical in such companies: research and development, manufacturing, marketing, and product support. The interplay and ongoing conflicts between these activities are analyzed, and methodology to ensure the smooth flow of products and services in the firm are described. Special attention is devoted to the global high-technology market and to factors affecting success in international competitions and joint ventures. In its effort to offer theories that have been found effective in the field, the subject of mergers and acquisitions in the high-technology industry presented here reflects the strategy and experience of Bernard Schwartz, former CEO of Loral and a world recognized authority in high-technology acquisitions. Through interviews and conversations with leading executives of U.S., European, Israeli, and Asian high-technology companies the author presents real cases, which illustrate the application of the theory and show proven approaches that bring noteworthy results.