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Managerial and Organizational Issues in a Post-Acquisition Medium–Size Food Manufacturing Company in Southern China

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  • He, Xiyao
  • Hild, Andreas

Abstract

Acquisition is a common strategy for expansion and diversification. Nonetheless most research on this topic focuses on selective geopolitical areas or on cross-cultural issues. This article investigates a cross-regional acquisition within China. It shows how the redevelopment of organizational strategies during the post-acquisition phase may affect various human resource management issues. It argues that the introduction of certain management techniques can only deal to some degree with differences in organizational cultures. It highlights the need for a careful examination of the extent changes in routine organizational practices are necessary and desirable as a part of an acquisition.

Suggested Citation

  • He, Xiyao & Hild, Andreas, 2016. "Managerial and Organizational Issues in a Post-Acquisition Medium–Size Food Manufacturing Company in Southern China," OSF Preprints 8n578, Center for Open Science.
    • Handle: RePEc:osf:osfxxx:8n578
    DOI: 10.31219/osf.io/8n578
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    References listed on IDEAS

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    1. Cartwright, Sue & Cooper, Cary L., 1992. "Mergers and Acquisitions," Elsevier Monographs, Elsevier, edition 1, number 9780750601443.
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    3. Mats Alvesson & Hugh Willmott, 2002. "Identity Regulation as Organizational Control: Producing the Appropriate Individual," Journal of Management Studies, Wiley Blackwell, vol. 39(5), pages 619-644, July.
    4. Allan P. O. Williams, 2006. "Leadership in Change," Palgrave Macmillan Books, in: The Rise of Cass Business School, chapter 15, pages 200-220, Palgrave Macmillan.
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