Culture Integration In Contrarian Abroad-cross Merger And Acquisition Of Private Enterprises

M & A is a convenient way for enterprises to be bigger and stronger thought business development. The cross-border mergers and acquisitions have made important contributions to be realized the internationalization of enterprises. In today’s economic globalization, more and more enterprises join in the ranks of transnational mergers and acquisitions, and one of them is China’s private enterprises. After decades of development, China’s private enterprises have a certain amount of capital accumulation. And because of the demand for technology, management and marketing, China’s private enterprises set foot on a cross-border mergers and acquisitions, but also embarked on a path of corporate globalization.Although China’s private enterprises have a certain degree of development, but compared to the developed countries, mature companies still seem immature. So the acquisition of contrarian is obvious, and along with the contrarian nature brings with it even more difficult for cultural integration. The famous "double seven Law" would reveal more difficult merger integration exists in cultural integration, accounting for 49% of total M & A failures. Thus, how to achieve the desired acquisition targets and realize M & A values is reflected in the integration of acquisitions, especially in the cultural integration. So, the acquisition of private enterprises in the contrarian environment should be to ensure the successful acquisition and integration through the use of what kind of integrated approach is particularly important.Firstly, by analyzing the differences between eastern culture and western culture, this article hopes to find the causes of culture conflict in national culture, business culture and corporate culture. Then get problems in corporate culture integration of private enterprises and determine the content of the culture integration which should include national culture, business culture and corporate culture. Secondly, through the analysis of the culture characteristics of private enterprises and comparing with the state-owned enterprise culture, this paper hopes to find out the advantages in culture integration of private enterprises. Thirdly, put the problems in combination with advantages, the particularity in transnational M&A cultural integration of private enterprises will be known. And based on this, this paper could determine the dynamic mode selection of culture integration. Finally, based on the background of culture integration, determine the culture integration should choose the dynamic integrated mode by combined with the culture conflicts.