Contrasting Germany and China: What Is the Influence of Culture and Learning on the PMI-Process?

  • Jonathan H. ChenEmail author
  • René Mahr
Part of the Measuring Operations Performance book series (MEOP)


This paper aims to shed light on the intricate post-merger integration process between German and Chinese firms. The findings of this paper suggest that, while Chinese companies try to use more sensitive and cultural aligned methods for in their integration phase, German firms make use of faster and more aggressive modes. The reasons for this can be derived from cultural and knowledge influence, which affect integration mode decisions on various levels. In line with well-known theoretical models two in-depth cases studies are performed to compare Chinese with German integration peculiarities. This paper underlines the importance of careful integration efforts in cultural different and complicated merger situations to prevent problems and at the same time stresses the collaboration, communication as well as trust as main success factors for the integration phase.


Post-merger integration M&A Cultural differences Knowledge transfer China Germany 


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Authors and Affiliations

  1. 1.Durham UniversityDurhamUK
  2. 2.DurhamUK

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