毕业设计（论文）-The IHRM analysis of Shandong Ruyi Group to acquire Renown Incorporated精选.docxVIP

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毕业设计（论文）-The IHRM analysis of Shandong Ruyi Group to acquire Renown Incorporated精选.docx

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毕业设计（论文）-The IHRM analysis of Shandong Ruyi Group to acquire Renown Incorporated精选

1. IntroductionCross-border MAs are the important issues for many enterprises to broaden their business over the world. However, many MAs were failed because of poor performance in IHRM. So there is of great necessary for those companies to place much emphasis upon the IHRM issues in MAs.2. Acquisition Background and ProcessRenown is a well-known Japanese clothing brand which has a history of more than 100 years. But in the past 10 years, its operating condition became deteriorative due to the economic downturn of Japan. Under huge loss in finance, in May,2010, Renown signed up an acquisition agreement with Shandong Ruyi Group, the biggest textile enterprise in China, and transferred 41% equity to Ruyi (Nakajima, 2010).The process of the acquisition was divided into four phases, including pre-MA phase, due diligence phase, integration planning phase and implementation phase (Dowling, Festing, Engle, 2013, p. 87).Pre-MA phase is a series of assessment and preparation of the acquisition. The acquirer should build up an integration team to undertake the acquisition project. This phase began at the end of 2009, when Ruyi initially considered acquiring Renown. In this stage, Ruyibuilt up an integration team,analyzed its business strategy and its objectives of the acquisition, and made some preparation for the next phase.The second phase is due diligence phase. This phase is to make a deep survey about the acquired company, in order to assessthe potential benefits of the acquisition. For HRM,this assessment would provide HRM-related information to making the acquisition decisions and find out the issues that may affect the acquisition cost.The third phase is integration planning phase. The integration plan is to plan when and how to make the acquisition in detail. The acquirer should consider the investigation result in the due diligence phase, and then makes a detailed and practical plan to integrate the HR of the acquired party,based on its development strategies. (Wei