Human Resources Strategy and Change: The Risks and Chances of German/Chinese Mergers and Acquisitions

This chapter presents three real German–Chinese M & A cases. It is based on personal experiences of the authors, and publicly available data. The authors make four general recommendations which have not or only partly been followed in the presented M & As:

1. 1.

   Define and follow a structured road map for a post-acquisition integration.

2. 2.

   Use HR as a strategic partner for the integration process.

3. 3.

   Use internal or external culture consultants to manage the process.

4. 4.

   Ensure the commitment of the top management.

M & As are difficult to implement even within the same culture. In German–Chinese M & As, the post-merger integration is compounded by cross-cultural differences. Cases 2 and 3 show that managers without the necessary cross-cultural skills and competencies will have false perceptions and take wrong decisions.

Case 1 proves the importance of a clear business and PMI strategy which should be prepared before the signing of the merger contract. Special attention should be given to the cultural and management fit of the two companies. Mutual trust and patience are required, as legal procedures may take more time than expected. Cases 2 and 3 deal with the key role of M & A sponsors and discuss the required qualities of the persons in charge of the PMI process. Case 2 points out specific issues of Chinese acquisitions.

Authors and Affiliations

1. Am Hang 26, 53229, Bonn, Germany

   Edgar Wang

2. Alb.-Schweitzer-Str. 25, 61476, Kronberg, Germany

   Daniela Fehring

Corresponding author

Correspondence to Daniela Fehring .

Editors and Affiliations

1. HRMnext Ltd., Sheung Wan, Hong Kong SAR

   Matthias Zeuch

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