In today’s ever-fluctuating global economy, it is necessary for companies to occasionally engage in mergers and acquisitions (M&A) practices in order to expand both their domestic and international markets, achieve financial gain and competitive advantage, and consolidate and enter new markets. United States companies, along with businesses worldwide, are now adhering to M&A strategies; in fact, the majority of the worldwide commercial sector has most likely encountered and been affected by the M&A process. Although there is increasing popularity of M&A in the international business arena, only a limited number of transactions have actually met business expectations, as the majority of M&As have been aborted due to unmet challenges during or after the negotiations. The purpose of this qualitative study was to examine how some key U.S. companies manage their complex M&A negotiation processes to facilitate success. A multi-case literal replication study was conducted using archival records, documents, dissertations, articles, news stories, archival interviews from the companies’ experts, and M&A scholars to examine each case individually and determine the similarities and differences among the selected cases. The main reason for exploring this topic is the belief that the dynamics of the negotiation process can significantly influence the success of the M&A process, particularly with regard to the strategic intent of the consolidation, the monetary terms as well as the incentives to existing stockholders, the decisions on future leadership, and the culture integration challenge.