Research On The Cultural Conflict And Integration Of HR Company Mergering YS Company

In the context of deepening the medical reform,the state has issued a series of control policies that have set off a frenzy of mergers and acquisitions in the pharmaceutical industry.Small and weak small and medium-sized pharmaceutical distribution companies have closed down one after another;large-scale and powerful large-scale pharmaceutical distribution companies seized the opportunity to rapidly expand mergers and acquisitions.Among them,the mergers and acquisitions of large enterprise groups led by state-owned enterprises and central enterprises were the most prominent.Can such large-scale mergers and acquisitions of pharmaceutical companies achieve the goal of becoming bigger,stronger and developing rapidly? According to a survey conducted by Coopers & Lyberand accounting consulting firm,corporate culture integration is the third most important factor influencing the results of mergers and acquisitions,and cultural conflict is the first factor that affects the failure of corporate mergers and acquisitions.Numerous practices have shown that whether the two parties of an M&A company can effectively integrate two completely different cultures and reshape a new culture that can reflect the characteristics and strategy of the post-merger enterprise is the key to the success or failure of an enterprise.Based on the researcher’s work experience and the availability of information,this article takes a large state-owned pharmaceutical company HR company’s acquisition of a high-quality private pharmaceutical company YS company as the research object.Based on the operating reality of the pharmaceutical industry,combined with the cultural characteristics of state-owned enterprises and private enterprises,it studies the focus of cultural conflicts in the process of state-owned enterprises’ mergers and acquisitions of private enterprises,and on this basis,explores how to conduct cultural integration after mergers and acquisitions of pharmaceutical companies.This article first gives a brief introduction to the two parties of the merger and acquisition,briefly describes the process of mergers and the occurrence of cultural conflicts after the merger is completed,through the study of conflict phenomena,variable design and pre-survey questionnaires,and then a preliminary screening of the collected questionnaires And test to form the final questionnaire,and then use SPSS23.0 to analyze the collected questionnaire data to study the impact of the four aspects of cultural conflict on the intensity of conflict.Through data analysis,it is concluded that the focus of cultural conflicts in HR companies’ mergers and acquisitions of YS companies is mainly focused on behavioral cultural conflicts.However,according to the cultural composition and interrelationships,it can be known that behavioral cultural conflicts must be influenced by institutional cultural conflicts and spiritual cultural conflicts.Therefore,the text further interviews and analyzes relevant personnel from the perspective of the merger process,leadership behavior,and employee behavior,and sorts out the real situation and existing problems of cultural integration in mergers and acquisitions.Based on the above investigation and research,this article puts forward suggestions on cultural integration of state-owned enterprises in mergers and acquisitions of private enterprises: strengthen communication and do well in employee emotional management,formulate comprehensive cultural integration plans,leaders value and actively carry out cultural integration,and increase employee participation.The innovation of this article is to start from the actual operating conditions of state-owned and private pharmaceutical companies,and fully consider the cultural characteristics between the two;secondly,cultural conflicts and integration are ubiquitous in mergers and acquisitions,but they are invisible and intangible.This article is from a quantitative perspective.Analysis makes up for the deficiencies of existing qualitative analysis.