- E-ISSN2288-2766
- KCI
E-ISSN : 2288-2766
Success and Failure of the Overseas M&A : Cases of Chinese Enterprises
Xin-Gang Huan
Zhang Fan (Shandong University of political science and law)
Abstract
Purpose–This paper aims to do research on success and failure of Chinese enterprises and suggest the implications to the Chinese enterprises by comparing the representative examples of Chinese enterprises’ overseas M&A. Research Design, Data, and Methodology–This paper selected by six cases of Chinese enterprises’ overseas M&A to do the contrast. Results–Consulting company still plays a very important role in Chinese enterprises’ overseas M&A because Chinese enterprises’ overseas M&A is being placed in growth stage. And how to grasp the development trend of industry accurate and choose the correct target enterprises is a very important issue for Chinese enterprises which can make Chinese enterprises to avoid blind investment. Conclusion–Chinese Enterprises have to evaluate the target enterprise with the aid of authoritative investment and consulting company，focus on training qualified talents and the integration after the M&A when they Overseas M&A in the future.
- keywords
- Overseas Mergers and Acquisitions, Chinese Enterprises, International Business, Multinational Corporations
Reference
Barkema, H. G., Bell, J. H. J., and Pennings, J. M. (1996). Foreign entry, cultural barriers and learning. Strategic Management Journal, 17(2), 151–166.
Birkinshaw, J., and Ensign, P. C. (2002). Centres of Excellence in Multinational Corporations. Strategic Management Journal, 23(11), 997-1015.
Daniel, Teresa A., and Metcalf, Gary S. (2001). The Management of People in Mergers and Acquisitions. London: Quorum Books.
Datta, D., and Puia, G. (1995). Cross-border Acquisitions: An Examination of The Influence of Relatedness and Cultural Fit on Shareholder Value Creation in U.S. Acquiring Firms. Management International Review, 35, 337–359.
Doz, Y. L., and Prahalad, C. K. (1984). Patterns of Strategic Control within Multinational Corporations. Journal of International Business Studies, (Fall), 55-72.
Jang, Se-Jin (2012). Strategy Management. Seoul: Pakyoungsa,
Kaplan, Steven N., and Weisbach, Michael S. (1992). The Success of Acquisitions: Evidence from Divestitures. Journal of Finance, 47, 107-138.
Lei, David, & Hitt, Michael A., and Bettis, Richard (1996). Dynamic Core Competences through Meta-learning and Strategic Context. Journal of Management, 22(4), 549-569.
Lubatkin, Michael (1987). Merger Strategies and Stockholder Value. Strategic Management Journal, 8, 39-53.
Palich, Lesile E., Cardinal, Laura B., and Miller. C. Chet (2000). Curvilinearity in the Diversification performance Linkage: An Examination of Over – Three Decades of Research. Strategic Management Journal, 21(2), 155–174.
Pan, Y., and Chi, P. S. K. (1999). Financial Performance and Survival of Multinational Corporations in China. Strategic Management Journal, 20(4), 359–374.
Park, Young-Ryeol (2013). The Determinants of Cross-border Acquisition Performance : Evidence from Indian Firms. East and West Studies, 25(4), 137-138.
Park, Young-Ryeol, Park, Jung-Min & Song, Yun-Ah (2010). An empirical study on the effect of the ownership with cross-border acquisition performance by Korean firms: Focusing on the interaction with cultural distance and acquisition relatedness . International Area Studies Review, 14(3), 342-352.
Salter M. S., and Weinhold, W. A. (1979). Diversification through acquisition: Strategies for creating economic value. New York: Free Press.
Vermeulen. F., and H. G. (2001). Barkema, ―Learning through Acquisitions. Academy of Management Journal, 44(3), 457-476.
- Downloaded
- Viewed
- 0KCI Citations
- 0WOS Citations
