Integration Management of Western Acquisitions in Japan
Integration Management of Western Acquisitions in Japan
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日本西方收购的整合管理
DOI：
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发表时间：
2007
期刊：
影响因子：
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通讯作者：
Leif E Goeritz
中科院分区：
文献类型：
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作者：
F. Froese;Leif E Goeritz
近年来，日本境外跨国并购交易急剧增加。在日本规模较大的跨境并购交易中，一些跨国公司的收购已经举步维艰。在本研究中，我们系统地分析和比较了不成功的戴姆勒克莱斯勒-三菱收购和成功的雷诺-日产收购。我们收集了二手数据并对日本和外国经理进行了采访。尽管起始条件相似，但这些收购却产生了截然不同的结果。在本研究中，我们重点关注收购后整合，并将其分为人员整合和组织整合。调查结果表明，在日本，人员与组织的融合紧密交织，人员的融合是组织一体化的必要先决条件。这些发现凸显了人为因素在收购成功中的重要性。人们发现，积极的沟通、参与、果断的领导、承诺和紧迫感的产生可以促进人类融合。在组织整合方面，整合管理的自主性和独立于任何企业集团网络已被认为是重要因素。
In recent years, Japan has seen a sharp increase in foreign cross-border merger and acquisition (M&A) transactions. Among the larger cross-border M&A transactions in Japan, a few multinational companies are already struggling with their acquisitions. In this study, we systematically analyzed and compared the unsuccessful DaimlerChrysler-Mitsubishi acquisition with the successful Renault-Nissan acquisition. We collected secondary data and conducted interviews with both Japanese and foreign managers. Despite some similar starting conditions, these acquisitions developed widely divergent outcomes. In this study, we have focused on post-acquisition integration and separated it into human integration and organizational integration. Findings indicate that human and organizational integration are strongly interwoven in Japan, with human integration being a necessary prerequisite for organizational integration. These findings highlight the importance of the human factor in the success of acquisitions. Active communication, participation, assertive leadership, commitment and the creation of a sense of urgency have been found to facilitate human integration. With regard to organizational integration, the autonomy of the integration management and independence from any keiretsu network have been identified as important factors.