The world economy has experienced drastic changes in its environment in recent decades and requires companies to constantly adapt to the needs of the global market. The proximity of world markets as a consequence of globalization has increased uncertainty and increased competition, causing great demands on strategic sectors of companies to ensure their existence. In response to this market volatility are mergers and acquisitions (M&A), aimed at expanding into new regions, managerial and technological development, creating wealth for shareholders through synergy and the process of value creation. In order to achieve growth, it is necessary to choose suitable growth strategies. A company can grow organically or inorganically. Organic growth represents the growth of the company with its internal forces and resources, while inorganic growth implies the use of external resources in the growth of the company. By choosing organic growth strategies, the company can grow through intensive growth strategies (product development strategy, market development strategy and penetration strategy), diversification strategy and modernization strategy, or through inorganic, i.e. external growth strategies such as acquisition and merger strategies and strategic partnership strategies. In the empirical part of the work, through a case study, the basic idea of the existence of many determinants of mergers and acquisitions that ensure value creation is tried to be distinguished. In this sense, by concretizing the acquisition, it is possible to analyze the effect generated by this process in a certain period of events and its possible implications for the profitability of the company, that is, the creation or destruction of value for the organization.