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Mergers and acquisitions in Japan: Lessons from a Dutch‐Japanese case study
Author(s) -
Grotenhuis Frits D. J.
Publication year - 2009
Publication title -
global business and organizational excellence
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.227
H-Index - 16
eISSN - 1932-2062
pISSN - 1932-2054
DOI - 10.1002/joe.20258
Subject(s) - mergers and acquisitions , context (archaeology) , order (exchange) , business , marketing , public relations , political science , finance , history , archaeology
This article deals with lessons learned from mergers and acquisitions in Japan. In general, such combinations are not success stories, since 50–80 percent of them do not bring the benefits that were expected. Several reasons for such failures have been brought up in the literature, but real‐life cases of the “how” and “why” are very limited or fragmented, especially in a Japanese context. This study enhances a more integral approach into Dutch‐Japanese acquisitions. Based on an in‐depth Dutch‐Japanese case study and a literature review, it can be concluded that the preparation of mergers and acquisitions with Japanese organizations should be focused on (1) knowledge about the target company and its context, (2) strategic issues, and (3) leadership and cultural issues, in order to prevent culture clashes and misunderstandings, and increase the chances of success. © 2009 Wiley Periodicals, Inc.