With the launch of the “go global” (zou chuqu) policy, Chinese companies began to acquire companies abroad. Today they are buying hundreds of companies around the world, investing billions of dollars every year. The nature of these acquisitions is also changing, with an increasing number aimed at accessing new technologies, knowledge, and brands. But how have these acquisitions been integrated, have they created value, and how?
This presentation draws on detailed analysis of case studies of how these new-style Chinese cross-border acquisitions have been integrated and managed. It finds that the challenges of creating value are substantial. But some Chinese buyers have found ways to preserve and meld the capabilities acquired with complementary resources and knowledge from China to create new sources of competitive advantage. Lessons from this experience and implications for the theory and practice of internationalization are discussed.
Peter Williamson is Professor of International Management at Judge Business School and Fellow of Jesus College, University of Cambridge.
Peter divides his time between research and consulting on multinationals (with a special interest in emerging market firms), M&A, and business ecosystem innovation and serving as non-executive director of several companies spanning financial services through to green energy. He has held professorships at London Business School, Harvard Business School and INSEAD (in Fontainebleau and Singapore). Formerly with Merrill Lynch and The Boston Consulting Group, he earned his PhD in Business Economics from Harvard University. He serves on the editorial boards of European Management Journal, Business Strategy Review, and Academy of Management Learning and Education.
Peter is lead editor of The Competitive Advantage of Emerging Market Multinationals (Cambridge University Press, 2013). His other books include: Dragons at Your Door (2007); Winning in Asia (2004) and From Global to Metanational (2001).
Recent articles include: “The New Mission for Multinationals”, “Accelerated Innovation”, “Strategies for Competing in a Changed China” and “Is Your Innovation Process Global?” (all in the MIT-Sloan Management Review) -- The latter received a Sloan-Pricewaterhouse Coopers Award honouring those articles that have contributed to the enhancement of management practice; “How China Re-Set Its Global Acquisition Agenda”, “Value-For-Money Strategies For Recessionary Times”, “China’s Hidden Dragons” (all in Harvard Business Review). His more than 50 other articles include: “Ecosystem Advantage: How to successfully harness the power of partners” (awarded an Emerald Citation of Excellence for 2015), “Strategy as Options on the Future” and “Diversification, Core Competences and Corporate Performance”.