Strategic Direction: Volume 32 Issue 9

Laugh it up: humor in inter-cultural management after international mergers

This paper aims to provide some insights for the use of humor when addressing intercultural issues after an international merger.

Cross-Border M&A is followed by cross-border investor relations

This paper aims to highlight the growing role of strategic communication in cross-border M&A in helping companies meet market expectations and investor confidence.

Merging and diverging cultures in M&A

The purpose of this brief paper is to highlight the role of culture in cross-cultural M&A environments.

Navigating the human landscape in cross-border mergers and acquisitions

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Tata Motors’ successful cross-border acquisition of Jaguar Land Rover: key take-aways

This paper aims to focus on Tata Motors, an automobile company from an emerging market, and its successful acquisition of two global marquee car brands in Jaguar and Land Rover…

Cross-border M&A originating from developing countries (The case of the Indian pharmaceutical industry)

The paper aims to highlight the growing use of M&A as a strategic tool by companies originating from the emerging markets.

Mittal’s acquisition strategies

The paper highlights the success of ArcelorMittal’s acquisitions. Focusing on the strategy used to achieve smooth post-acquisition integrations of culturally distant state-owned…

Crédit Agricole and Emporiki. Buying a Greek bank in 2006. What could go wrong?

The aim of this paper is to see how NOT to manage an acquisition through the case study of one of the worst M&As in recent years: Emporiki Bank’s by Crédit Agricole. Although the…

Africa: a new potential of growth for Danone through multiple acquisitions

The purpose of this paper is to analyze the new opportunities that offers Africa to companies. Groups working in the bank, telecommunication and petroleum sectors know Africa’s…

Lenovo’s successful acquisition of the IBM PC Division

The purpose of this paper is to analyze Lenovo’s successful acquisition of IBM’s PC division using Ghemawat’s (2001) CAGE framework. It was an acquisition that was so full of…

How to win a takeover battle: the case of Fosun’s purchase of Club Med. The difficulties faced by Chinese companies in overseas M&As

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

A case study of the HNA group cross-border M&A strategy

The purpose of this article is to outline the reasons for the success of the Chinese HNA Group in the development of its international strategy.

Competitive horizons