Gaining from the global ambitions of emerging economy enterprises: An analysis of the decision to sell a German firm to a Chinese acquirer

Knoerich, Jan

doi:10.1016/j.intman.2010.03.008

Cited by 73 publications

(63 citation statements)

References 14 publications

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“…These targets provide access to developed markets and customers with higher purchasing power, which implies higher profit margins, access to new technological solutions, globally recognizable brands, distribution channels and superior managerial and marketing competence (Kale, 2009). On the other hand, the targets gain access to low-cost manufacturing capabilities, inexpensive capital, and a large and growing demand in emerging markets (Knoerich, 2010).…”

Section: Literature Reviewmentioning

confidence: 99%

Competitive strategies of late followers in auto industry: Case study Hyundai-Kia

Rakita¹,

Madić²,

Marković³

2017

Industrija

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Section: Literature Reviewmentioning

confidence: 99%

Competitive strategies of late followers in auto industry: Case study Hyundai-Kia

Rakita¹,

Madić²,

Marković³

2017

Industrija

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“…This phenomenon from its outset started rising some concerns. According to Meunier (2012: iii) Knoerich (2016), widespread criticisms of Chinese acquisitions focus on the state ownership of many acquiring firms, state backing and resulting unfair competition in global takeovers, the high levels of debt held by Chinese acquiring firms, their inexperience as latecomers in global markets, and their strong interest in acquiring technologies and strategic assets. Moreover, there are several accounts of failed acquisitions.…”

Section: Ofdi From China: Post-acquisition Integration Strategiesmentioning

confidence: 99%

“…In the light of these features, according to Knoerich (2016), for many of the target companies, Chinese acquirers are distinctively appealing in several respects. In particular, many target firms have identified a set of complementarities between the motives driving Chinese acquisitions and their own strategic objectives, and wish to capitalize on these complementarities.…”

Section: Weber Et Al (2009) Revisitedmentioning

confidence: 99%

Post-Acquisition Integration Strategies– Some illustrative evidence from Chinese acquisitions of Italian luxury firms

Vecchi

2017

Int. conf. adv. bus. manag. law

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Outward Foreign Direct Investment (OFDI) from emerging economies has begun to increase significantly and has been growing at a faster pace than FDI from the developed world. This research seeks to assess the impact of Chinese acquisitions and their implications for the Italian firms in the luxury sector. By relying on two in-depth case-studies, this paper presents a cross-case analysis of four Chinese acquisitions in order to provide some indepth insights into the post-acquisition integration strategies implemented by the Chinese investors in the luxury Made in Italy sector. The study contributes to our understanding of how emerging market firms implement postacquisition integration strategies when acquiring firms from advanced economies. To this end, the benefits and challenges associated with the post-acquisition integrations strategies implemented by the Chinese investors were identified.

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“…For instance, in-depth case analysis (Blaško et al, 2000;Cambra-Fierro et al, 2012;Conklin, 2005;Duncan and Mtar, 2006;Geppert et al, 2013;Halsall, 2008;Knoerich, 2010;Quah and Young, 2005;Singer and Yankey, 1991;Sim, 2006;Ullrich et al, 2005;Yip et al, 2006), testing the existing theories/models and propositions/hypotheses (Fang et al, 2004;Kshetri and Dholakia, 2009;Liu and Zhang, 2014;Altenborg, 2007, 2008;Nicholson and Kiel, 2007;Sinkovics et al, 2011), building theories/models and offering propositions/ hypotheses (Boehe, 2011;Deng, 2009;Dieleman and Sachs, 2008;Huang et al, 2008;Lynes and Andrachuk, 2008;Maguire and Phillips, 2008;Reddy et al, 2014;Tsamenyi et al, 2013;Wei and Clegg, 2014), and other ideas (Jonsson and Foss, 2011; longitudinal case study: Nadolska and Barkema, 2007; case survey method: Larsson and Lubatkin, 2001; surveybased studies : Bjursell, 2011;Ito et al, 2012;Krug and Nigh, 2001;London and Hart, 2004;Meyer et al, 2009;Very and Schweiger, 2001; teaching cases: Nangia et al, 2011;Reddy et al, 2012). These studies are summariz...…”

Section: [Insert Table 1] [Insert Figure 2]mentioning

confidence: 99%

The State of Case Study Research in Mergers & Acquisitions: A Review of the Literature in Different Management Streams

Reddy

2015

SSRN Journal

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Purpose: The purpose of this paper is to explore the state of case study research in mergers and acquisitions (M&A) literature that account for different management streams. It also recommends directions for future research and suggests fruitful guidelines for establishing better research rigor in qualitative methods.Methodology: This study draws attention to the case study method in qualitative research and thereby aims to review previous studies using said approach in M&A related literature. Findings:The main findings include, 57 journal articles are found to be using different qualitative methods of which 40 (17) articles have focused on developed (emerging) markets, single (multiple) case based studies are 29 (24) and remaining four have used survey and interview methods.Importantly, a meager number of studies have accomplished the purpose of case study research in business administration, i.e. testing extant theory and building new theory. Albeit, doing case study research among emerging markets is exiting and these institutional countries provide a unique setting to build theory as well as advance the current knowledge because of increasing prospects for M&A and other growth strategies. Research limitations:This stylized review of case study research in M&A literature is limited to journal publications and qualitative methods. Hence, a survey of qualitative and quantitative methods in growth strategies is left to future research. Practical implications:Qualitative researchers, in general, would benefit from the bibliometric analysis and comprehensive summary of past research. While, case study researchers, in particular, would benefit not only form the later content but also from suggestions reflecting the research quality and validity.Originality: This study, indeed, is an original attempt at presenting the current state and review of case study method in M&A research, provided no earlier study claims this.

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Gaining from the global ambitions of emerging economy enterprises: An analysis of the decision to sell a German firm to a Chinese acquirer

Cited by 73 publications

References 14 publications

Competitive strategies of late followers in auto industry: Case study Hyundai-Kia

Competitive strategies of late followers in auto industry: Case study Hyundai-Kia

Post-Acquisition Integration Strategies– Some illustrative evidence from Chinese acquisitions of Italian luxury firms

The State of Case Study Research in Mergers & Acquisitions: A Review of the Literature in Different Management Streams

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