Institutional pressures, international corporate strategy and post-M&A integration of Chinese firms in Germany Online publication date: Fri, 15-Dec-2017
by Sue Claire Berning
J. for International Business and Entrepreneurship Development (JIBED), Vol. 10, No. 4, 2017
Abstract: The purpose of this paper is to examine the determinants of Chinese firms' post-M&A integration in Germany. It investigates to what extent internal and external institutional pressures shape their international corporate strategies and subsequently their post-M&A integration approach. Based on an exploratory and qualitative approach, 12 cases are analysed with the help of QRS NVivo. Both an in-depth within-case and cross-case analyses are conducted. Two distinct patterns could clearly be identified. Additionally, an impact of integration approaches on post-M&A performance was found. By introducing the need to conform to distinct institutions, the seminal post-M&A integration model of Haspeslagh and Jemison (1991) is extended, and the level of analysis is broadened, from firm level to host country and headquarters level. Moreover, the integration responsiveness framework is transferred to the post-M&A context.
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