Mergers and Acquisitions: Strategic Fit and Post-Merger Performance in Vietnam

Abstract

Purpose: The aim of the study was to investigate the mergers and acquisitions: strategic fit and post-merger performance in Vietnam. Methodology: This study adopted a desk methodology. A desk study research design is commonly known as secondary data collection. This is basically collecting data from existing resources preferably because of its low cost advantage as compared to a field research. Our current study looked into already published studies and reports as the data was easily accessed through online journals and libraries. Findings: Strategic fit, encompassing alignment in organizational culture, business goals, and operational synergies, emerges as a key determinant of M&A success. However, challenges such as cultural integration issues, regulatory complexities, and managerial resistance can impede integration efforts and undermine anticipated synergies. Unique Contribution to Theory, Practice and Policy: Resource-based view (RBV), agency theory & transaction cost economics (TCE) may be used to anchor future studies on the mergers and acquisitions: strategic fit and post-merger performance in Vietnam. Encourage organizations to enhance due diligence processes by integrating comprehensive assessments of cultural compatibility, strategic alignment, and operational capabilities. Policymakers should streamline regulatory frameworks to facilitate cross-border M&A activities while ensuring compliance with local laws and regulations