The Views of Japanese Employees on Cross-Border M&As

Kai Oliver Thiele analyses M&As between companies from different cultures, which in general impose unique challenges, but also offer invaluable opportunities for all parties. Since Japan lags expectations regarding the amount of cross-border M&As, it is the more important to understand the drivers of successful cross-border acquisitions coming into the country. However, how the employees’ view on a merger can be successfully managed to leverage the M&As’ success rate remains yet unanswered. By focusing on the employees’ needs, this research seeks to contribute positively to an increase of the cross-border M&As’ success rate. Contents Foundations of mergers and acquisitions Mergers and acquisitions in Japan Employee reactions to M&As and theoretical model development for Japanese cross-border M&As Target Groups Researchers and students of business administration with a focus on M&A and Human Resource Management (HR) Practitioners aiming to understand how Japanese employees perceive an acquisition About the Author Kai Oliver Thiele received his PhD from the Hamburg University of Technology in Germany. He holds an MBA degree from the University of Kansas as well as a Master’s degree in Business Mathematics from the University of Hamburg. He received a DAAD scholarship as well as a scholarship from the German Institute for Japanese Studies to conduct his research in Japan