Global economic integration has changed business conditions significantly. Corporations
operating internationally and establishing foreign subsidiaries are facing the obligation as
well as the challenge to profit from cross-border interaction. However potential synergetic
benefits provided by the international environment are accompanied by even more demanding
challenges. This study elaborates to which extend German small and medium-sized manufacturing
businesses could benefit from the implementation of a strategic cross-border synergy
management. The study is based on a single case study deriving the research hypotheses and a
survey investigating cross-border interaction throughout a sample of small and medium-sized
manufacturing businesses. Based on the research findings this paper proposes a holistic
framework designed for strategists of small and medium-sized manufacturing business. It
outlines the establishment of the cross-border synergy management concept as part of the
corporate strategy and the efficient and effective management of international interaction.
Synergies are not realized by themselves - they have to be identified and actively developed
within a professionally coordinate process. Management of synergy seeking organizations is
asked for intensive efforts beyond daily operations' (Weber and Roventa 2006).
