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本报告通过批判性回顾吉利集团从2002年国际化战略开始，逐次并购英国锰铜、澳洲DSI、沃尔沃、宝腾、路特斯、美国Terrafugia的过程，重点研究分析吉利从准备期、谈判期到协同整合期并购沃尔沃的全过程，探讨吉利在跨国并购后通过跨文化管理、协同创新、整合式创新等方式实现创新逆袭的过程，旨在剖析吉利成功并购并实现引领发展的关键要素，为国内其他企业打开成功并购整合的“黑箱”、实现创新引领发展提供理论与实践启示。
<<This case describes the process of Geely Group’s acquisitions of British Manganese Bronze，Australian DSI，Volvo，Proton，Lotus，and Transition from the 2002 Nationalization Strategy. The case focuses on the whole process of Geely’s acquisition of Volvo from preparation period，negotiation period to integration and coordination period，explores Geely’s process of achieving holistic innovation，cross-cultural management，and collaborative innovation after mergers and acquisitions. It aims to analyze the key elements of Geely’s successful mergers and acquisitions，and help other domestic enterprises to open the “black box” of merger and integration.
<<| Keywords： | Mergers and AcquisitionsCross-cultural ManagementCollaborative InnovationGeelyHolistic Innovation |
