Intercultural Integration Of S Company-A Chinese Enterprise In An Oversea Merger And Acquisition

With the rapid development of contemporary economy,globalization has been accelerating and the market has become increasingly fierce.M&A has become an important way for companies to achieve rapid expansion and leapfrog development.However,not all cross-border mergers and acquisitions are ended in win-win situations.It is common that mergers and acquisitions deals are failed.Regardless of success and failure,the integration of corporate culture is an issue that all companies are unavoidable to face.Corporate culture is like an adhesive,and the corporate strategy is combined,employee development & managers are closely integrated,adhering to common values and concepts,and achieving individual development and promotion of employees while achieving corporate development goals.The failure rate of Chinese companies’ overseas merger and acquisition cases is as high as 70%.It is because of the lack of attention to cultural differences.Therefore,the degree of cohesion in corporate culture is the key to determining the reorganization and failure of enterprises.And even some of Chinese companies understand the importance of culture differentiation,still,they made wrong choice when integrating the culture,which leads to the failure of whole integration plan.Therefore,companies should take scientific approach to analyze the specific issue and compose a suitable strategy.A succeed merger always creates a win-win situation for both firms.In addition,culture integration consist of various layers.One is on racial culture,and another is one management style and related factors.The difference on racial culture is reflected by the working style and preference of individual,and the difference on management style is reflected by the strategy planning and decision making mechanism.Therefore,both factors should be considered during the culture integrating process to reach the expected results.Based on the concrete case analysis,this article takes S company and mergers and acquisitions as the research object,aims to focus on the issue of cultural integration after mergers and acquisitions,and explores the modes,methods,and safeguards of cultural integration in corporate restructuring.The research is mainly divided into six parts.The first part is the introduction,which mainly discusses the background,significance and research status of the topic.The second part is related to the introduction of the theory and the concept of elaboration.The third part is one of the core contents of the article.It discusses the status of the cultural integration of S company mergers and acquisitions.The fourth part discusses the manifestations and causes of cultural conflicts in the merger and acquisition process of S company.The fifth part discusses the corporate culture integration measures after the merger of S companies,including the formulation of effective cultural integration methods and plans,the establishment of specialized cultural integration personnel,the strengthening of communication in the integration of corporate culture,and the optimization of corporate culture integration.Strategies,coordination and handling of differences in Chinese and Western culture are shown in five aspects.In addition,the methods to evaluate performances of integration are provided.The sixth part is the conclusion and outlook,summarizing the research results of the article,and prepossessing further in-depth.