Dr Qing Lu

From light touch to top management control: HSBC's integration of its first two acquired subsidiaries 1960-1980

Lu, Q., Toms, S., & Wei, Y. (in press). From light touch to top management control: HSBC’s integration of its first two acquired subsidiaries 1960-1980. Business history, 1-23. https://doi.org/10.1080/00076791.2021.1883000

Bounded Reliability and the termination of international joint ventures–insights from the Mid-Med Bank, 1975–1979

Lu, Q. (2021). Bounded Reliability and the termination of international joint ventures–insights from the Mid-Med Bank, 1975–1979. Business history, 63(2), 205-224. https://doi.org/10.1080/00076791.2018.1552679

Is the speed of post-acquisition integration manageable? Case study: post-acquisition integration of HSBC with the Mercantile Bank, 1959–84

Lu, Q. (2014). Is the speed of post-acquisition integration manageable? Case study: post-acquisition integration of HSBC with the Mercantile Bank, 1959–84. Business history, 56(8), 1262-1280. https://doi.org/10.1080/00076791.2013.876533

The US government dual banking regulation levels, transaction costs and HSBC's strategy in acquiring Marine Midland Banks, Inc., 1978-80

Lu, Q. (2010). The US government dual banking regulation levels, transaction costs and HSBC's strategy in acquiring Marine Midland Banks, Inc., 1978-80. Business history, 52(6), 955-977. https://doi.org/10.1080/00076791.2010.511184

Government control, transaction costs, and commitment between the Hongkong and Shanghai Banking Corporation (HSBC) and the Chinese government

Lu, Q. (2008). Government control, transaction costs, and commitment between the Hongkong and Shanghai Banking Corporation (HSBC) and the Chinese government. Enterprise & society, 9(1), 44-69. https://doi.org/10.1093/es/khm106