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Goldwind: Merger and Acquisition Integration of Emerging Market Multinational Enterprises in Developed Markets
內容大綱
In 2008, Goldwind bought 70 per cent of Vensys’ shares through its German subsidiary to obtain a range of strategic assets, including a professional research and development team and associated design capabilities, intellectual property rights of permanent magnet direct drive (PMDD) technology, and corresponding wind turbine designs. Over the years, the post-merger integration (PMI) process of an emerging market multinational enterprise (EMNE) and a developed country multinational enterprise (DMNE) saw many conflicts. By the end of 2021, the general manager of Goldwind Germany needed to strengthen the integration process between the two companies to facilitate its growth in Europe and elsewhere.
學習目標
This case is applicable to undergraduate and graduate or MBA students. It can also be used by middle- and high-level enterprise managers with specific management theory knowledge. It can be used for teaching and discussion of RCBMAs’ PMI in International Business courses. After working through the case and assignment questions, students will be able to do the following:<ul><li>Analyze the background and conditions for reverse cross border mergers and acquisitions (RCBMAs) of emerging market multinationals (EMNEs) for mergers and acquisitions (M&As).</li><li>Analyze the conditions of PMI for RCBMAs, including dependency status and power balance between acquirer and acquiree across different functions.</li><li>Identify different processes of PMI, including strategic decisions and associated integration activities.</li><li>Understand the impact of integration activities on integration depth.</li></ul>