Mergers and acquisitions (M&A) have long been an important source of corporate external growth and renewal. As a major entry mode of their globalisation strategy, the outward M&A of Chinese firms is still little understood by both scholars and practitioners. Little research has been done to explain the success and failure of the outward M&A of Chinese firms and, in particular, the post-acquisition integration process, which is a central part of M&A value creation. This research intends to fill the research gap by exploring the key success factors in the management of the post-acquisition integration process of the outward M&A of Chinese firms in developed economies. Three research questions are proposed: What are the key factors in the management of post-acquisition integration by Chinese firms? How and why do these factors impact on the post-acquisition integration process and on M&A performance? How do the explanations of identified key success factors contribute to the theory building of post-acquisition integration in the outward M&A of Chinese firms and of those from other emerging economies? This study addresses these questions from an integrative perspective and raises research propositions by combining the process, organisational behaviour and strategic management schools of thought. A multiple-case study method is applied to 4 answer the research questions.
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