| President Xi Jinping pointed out at the 2019 World Manufacturing Conference that manufacturing is the foundation of a strong country,and our country’s manufacturing must be promoted.It can be seen that the development of manufacturing is the main theme of our country in this era.Among them,the automobile manufacturing industry is more representative due to its huge volume and complex industrial structure.In such a highly technology-intensive field,latecomer companies have a strong internal motivation to achieve rapid technology upgrades through cross-border technology mergers and acquisitions.However,behind the high returns of cross-border technology mergers and acquisitions,there is also a high failure rate,making it difficult for most companies that choose this method to achieve their intended goals.Therefore,extract the successful experience from the successful cases of cross-border technology mergers and acquisitions to achieve a technological leap,analyze the impact of cross-border technology mergers and acquisitions on the innovation ability of enterprises and explore the internal connection between the two,so as to provide corresponding reference for other late-comer technology companies.This is the main thrust of this article.As China’s first private auto company,Geely only officially set foot in the auto industry in 1997,but in just over two decades,it has surpassed many state-owned competitors and has become China’s most influential local auto brand.Among the many factors that made this happen,Volvo’s cross-border technology mergers and acquisitions play a decisive role.Based on the theory of competitive advantage and product life cycle theory,this paper uses the case of Geely’s acquisition of Volvo as a carrier to deeply explore the path of Geely’s R&D capability improvement after the merger,and analyzes the innovation performance after the merger from the two dimensions of innovation input and output,and then A qualitative and quantitative assessment of the improvement of Geely’s innovation capability.In the analysis of the R&D capability improvement path,this article starts with the integration and technology acquisition path to explore the internal logic of mergers and acquisitions to promote R&D capability improvement;in the innovation performance analysis,this article starts from the two dimensions of input and output,and selects qualitative and quantitative combinations.The multi-index analysis of Geely conducts a three-dimensional evaluation of Geely’s innovation capabilities.In the end,it was discovered that Geely has won the support of Wofang employees through the integration of system,culture,and supply and marketing channels.On this basis,it acquires technology through dispatching students,technology transfer and cooperative research and development,and enhances its own research and development capabilities,and manifests itself in mergers and acquisitions.All-round growth in post-innovation performance.Through a case study of Geely,this article draws the following conclusions: The choice of the target company Volvo is a well-thought-out strategic decision of Geely,because Volvo’s technological advantages have a high degree of matching with Geely’s established technological upgrade path.After the merger,Geely has established a diversified technology acquisition path through careful integration,but the most important thing is cooperative research and development.Relying on the jointly established R&D center,Geely combined its own development strategy to fully mobilize the technical resources of the other party,and gradually builds the current product structure and technical system layout that is based on the present and radiates the future,and enhances its own innovation capabilities from multiple angles.The successful experience and enlightenment drawn from Geely’s cross-border technology mergers and acquisitions in this article have certain reference and reference significance for latecomer companies eager to achieve technological catch-up through the same or similar methods. |
PDF Full Text Request