Abstract
Post-M&A integration is a highly challenging issue for both buyer and seller companies in international M&A. For buyers from emerging economies, they might face even more difficulties due to the problem of “liability of origin”. In this chapter, we first review Haier’s acquisition of Sanyo’s home appliance business and compare the management philosophies of Chinese and Japanese companies, as well as their solutions to overcome the problem of “big company disease”. Then, we recount how Haier has implanted its model of “Individual-Goal Combination” into Sanyo’s management system after acquisition, and how it has helped the company to realize employees’ potential and to improve market performance. Next, we compare this case with two other M&A cases concerning Haier in Thailand and New Zealand, and illustrate how the “liability of origin” affects post-M&A integration in different cultural contexts. We conclude by giving suggestions to guide future management practices in this area.
The authors would like to thank Jingguo Du, Stuart Broadhurst, Yong Wu, and Xiaoming Yan for their support on this research project.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Notes
- 1.
Here, GFK stands for Gesellschaft für Konsumforschung (Society for Consumer Research), one of the largest global market research institutes, which was established in 1934. Sic passim.
References
J. Amankwah-Amoah, and Y.A. Debrah, “Toward a Construct of Liability of Origin”, Industrial and Corporate Change, 26, 2017.
C. Correa, Dream Big: How the Brazilian Trio behind 3G Capital – Jorge Paulo Lemann, Marcel Telles and Beto Sicupira – acquired Anheuser-Busch, Burger King and Heinz. (Primeira Pessoa Press, 2014).
R. Jing, Y.N. Zhao, and Y. Teng, “Platform Organization, Mechanism Design, and Intrapreneurship: Case Study on Platform Transformation of Haier Group” (In Chinese). Management Journal Quarterly, 4, 2016.
L.S. Paine and R.J. Crawford, “Haier Group, The (A).” Harvard Business School Case 398–101, March 1998.
C. Sanchez-Runde, Y.T. Lee, and S. Reiche, “Hailing a New Era: Haier in Japan”, IESE Business School Case DPO-264-E, November 2012.
S. Zaheer, “Overcoming the Liability of Foreignness”. Academy of Management Journal, 38, 1995.
R.M. Zhang, “Put Leader in the Bottom of Pyramid Structure” (In Chinese). IT Time Weekly, 7, 2009.
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2018 The Author(s)
About this chapter
Cite this chapter
Zhou, L., Jing, R. (2018). Management After Acquisition Inside Multinational Companies from Emerging Economies: The Haier Experience. In: Iñiguez de Onzoño, S., Ichijo, K. (eds) Business Despite Borders. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-76306-4_15
Download citation
DOI: https://doi.org/10.1007/978-3-319-76306-4_15
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-319-76305-7
Online ISBN: 978-3-319-76306-4
eBook Packages: Business and ManagementBusiness and Management (R0)