Research On Corporate Culture Integration Of A Company After Cross-border M&A

After the reform and opening up,more and more Chinese enterprises have participated in cross-border mergers and acquisitions from scratch,from small to large.However,due to the differences in culture,environment,history and politics among countries,many enterprises have not succeeded in mergers and acquisitions.Even failure,failed to protect the interests of the country and enterprises,it is a pity.There is a growing demand for our participation in cross-border M & A,but efficiency,research institutions and enterprises lack of relevant research on cross-border M & A,and lack of relevant personnel.It is not enough for Chinese enterprises to acquire multinational corporations successfully.They also need to understand the political,historical,environmental and cultural characteristics of foreign enterprises.Thirdly,due to the late start and lack of experience,the failure rate of cross-border M & A integration of Chinese enterprises is high.The root cause is the failure of corporate culture integration.The history of cross-border M & A of Chinese enterprises is relatively short.At the same time,the theoretical study of Chinese companies in the cultural integration of cross-border mergers and acquisitions is generally a copy of the cultural integration theory of transnational mergers and acquisitions of western enterprises.The theoretical research on the cultural integration of transnational mergers and acquisitions of Chinese enterprises may be attributed to the lack of a plan that conforms to the actual situation of Chinese enterprises.This paper mainly focuses on how to integrate American companies and make them conform to the strategy of Chinese enterprises.In order to achieve the goal,the success of corporate culture integration is related to the success of corporate acquisition.This paper mainly studies the corporate culture integration of company A after cross-border M & A.The main idea of this paper is the summary of the related theories of M & A,the content and significance of M & A.Secondly,it analyzes the theory of corporate culture integration,the mode of corporate culture integration,and then analyzes the current situation and problems of corporate culture conflict after multinational M & A in this paper.First of all,it introduces what kind of M & A project is,the performance of corporate culture conflict after cross-border M & A,and the reasons behind these conflicts.The analysis includes the environmental analysis of corporate culture integration of company A after cross-border M & A,including the analysis of corporate culture of parent company,the case study of the failure of parent company undefineds cross-border merger and acquisition,and the analysis of corporate culture before M & A.The strategic analysis of company A after M & A,from the above analysis,draws the choice of corporate culture integration mode of company A after transnational merger and acquisition,and after the mode selection is determined,it is necessary to design the plan of corporate culture reengineering for company A.In the process of design,it includes the design of spiritual culture layer,the design of system culture layer and the design of material culture layer.Finally,the measures to ensure the integration of corporate culture in company A are added.This paper is intended to be a reference for the society and other transnational M & A enterprises in the study of corporate culture integration in cross-border mergers and acquisitions(M & A).