In August 2016, Foxconn Technology Group (Foxconn) acquired a majority stake for US$3.8 billion in Sharp Corporation (Sharp), which was on the verge of bankruptcy. In addition to gaining more liquid crystal display (LCD) capacity, Foxconn was combining Sharp’s advanced technology and marketing resources with its own to expand and move up the value chain in both research and development and brand building. However, the post-acquisition integration to realize such value-creation potentials faced several challenges, including the probability that Sharp’s Japanese style of management might not assimilate well within Foxconn’s organization. Now in 2018, what should Foxconn do to seamlessly integrate the two entities? How could Foxconn achieve its efficiency, cost, and innovation goals while moving toward becoming the technology leader and successfully creating its own global brand?
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