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Shanghai Automotive and Ssangyong Motor – A Tale of Two Dragons (B)

Listed author(s):
  • Leiping Xu


    (Antai College of Economics & Management, Shanghai Jiao Tong University, China; Case Development Center, China Europe International Business School (CEIBS), 699 Hongfeng Road, Pudong, Shanghai, 201206, China)

  • Steven White

    (School of Economics and Management, Tsinghua University, China)

Registered author(s):

    This second case of the 3-case series describes events from the time the deal was signed in October 2004 through October 2006. The new owners faced a range of major challenges to achieving the strategic objectives driving the acquisition. These included significant resistance and distrust from the Ssangyong union, local media, community and government, as well as the negative reaction to SAIC's responses to those challenges. The case serves as a basis for assessing integration management, as well as rich material for discussing stakeholder management in a cross-border acquisition. It also highlights the particular challenges facing a newly-internationalizing firm like SAIC which has no experience in managing such issues abroad.

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    Article provided by World Scientific Publishing Co. Pte. Ltd. in its journal Asian Case Research Journal.

    Volume (Year): 16 (2012)
    Issue (Month): 01 ()
    Pages: 1-37

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    Handle: RePEc:wsi:acrjxx:v:16:y:2012:i:01:p:1-37
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