Mann + Hummel: cross-border M&A case study in Korea

Abstract

The high rates of failure for cross-border mergers and acquisitions (M&As) are often attributed to poorly managed post-merger integration. Beyond operational integration, additional people-related integration hurdles frequently surface in a cross-border context. This is because other than organization culture, differences due to national cultures also come into play. Through learning from a European multinational company's recent M&A journey, this study evaluates the post-merger challenges in terms of HR and cultural integration in the South Korean market and identifies key strategies and recommendations for foreign companies considering entry into South Korea via the M&A mode.