Shanghai Automotive and Ssangyong Motor – A Tale of Two Dragons (B)

Leiping Xu () and Steven White
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Leiping Xu: Antai College of Economics & Management, Shanghai Jiao Tong University, China;
Steven White: School of Economics and Management, Tsinghua University, China

Asian Case Research Journal (ACRJ), 2012, vol. 16, issue 01, 1-37

Abstract: This second case of the 3-case series describes events from the time the deal was signed in October 2004 through October 2006. The new owners faced a range of major challenges to achieving the strategic objectives driving the acquisition. These included significant resistance and distrust from the Ssangyong union, local media, community and government, as well as the negative reaction to SAIC's responses to those challenges. The case serves as a basis for assessing integration management, as well as rich material for discussing stakeholder management in a cross-border acquisition. It also highlights the particular challenges facing a newly-internationalizing firm like SAIC which has no experience in managing such issues abroad.

Date: 2012
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DOI: 10.1142/S0218927512500010

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