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Airbus: Managing the Legacy of a Complex International Merger

  • Stefan SchmidEmail author
  • Frederic Altfeld
Chapter
Part of the MIR Series in International Business book series (MIRSIB)

Abstract

When two or more firms engage in a merger, it is usually a highly complex and challenging transaction. It is common wisdom that approximately 50% of all mergers are considered failures. In an international merger, the potential difficulties are often even greater, and they can be due to, for instance, cultural, geographic, or economic differences. The case of Airbus represents a cross-border merger with additional complexity mainly because of idiosyncrasies in the industry environment, such as the strong involvement of political and governmental actors. Therefore, since its inception, Airbus has not only faced fierce competition with its powerful U.S. rival, Boeing, but also constantly struggled with the legacy of being the result of an international merger. The present case will outline some antecedents and consequences of the Airbus merger and discuss the major challenges of Airbus’ international configuration and coordination strategies.

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Copyright information

© Springer International Publishing AG, part of Springer Nature 2018

Authors and Affiliations

  1. 1.ESCP Europe BerlinBerlinGermany

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