Geely Automotive's Acquisition of Volvo
Yuanyi Amy Chen,
Xinran Joyce Wang and
Michael N. Young
Additional contact information
Yuanyi Amy Chen: University of Tennessee, USA
Xinran Joyce Wang: University of Tennessee, USA
Michael N. Young: Department of Management, Hong Kong Baptist University, Hong Kong
Asian Case Research Journal (ACRJ), 2015, vol. 19, issue 01, 183-202
The case describes Geely Automotive's strategy to grow from an unknown Chinese refrigerator manufacturer into a global international player. A big step toward Geely's internationalization was its acquisition of Volvo Car Corporation in 2010. The acquisition prompted the largest profits and most intense technology transfer in Geely's history. But it also created conflicts between the two merging organizations including differences over leadership style, resource sharing, and branding strategy. The case discusses the synergies and challenges encountered by Geely and Volvo and illustrates the details of the acquisition. The case also provides lessons for other enterprises from emerging economies that are increasingly wishing to expand to well-developed markets such as America and Europe.
References: Add references at CitEc
Citations: View citations in EconPapers (2) Track citations by RSS feed
Downloads: (external link)
Access to full text is restricted to subscribers
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
Persistent link: https://EconPapers.repec.org/RePEc:wsi:acrjxx:v:19:y:2015:i:01:n:s0218927515500078
Ordering information: This journal article can be ordered from
Access Statistics for this article
Asian Case Research Journal (ACRJ) is currently edited by Lau Geok Theng
More articles in Asian Case Research Journal (ACRJ) from World Scientific Publishing Co. Pte. Ltd.
Bibliographic data for series maintained by Tai Tone Lim ().