Study On Culture Integration Of Group F Acquiring Company G

.With the rapid development of the global economy,market competition increasingly incentive,mergers and acquisitions between enterprises as one of the effective means of resource allocation,has made magnificent development since the1980 s,and has become an important part of global economic activities.However,enterprise merger and acquisition is not a simple superposition of resources.There are many successful merger and acquisition cases that have achieved expected result,1 plus 1 bigger than 2,and these enterprises had achieved rapid development.However,there were also many enterprises had not achieved the expected result after the merger and acquisition,1 plus 1 less than 1,even going down.Looking at these failed cases,the failure to properly handling the culture conflict between the two sides is one of the most important reason for the failure of the merger and acquisition.After more than 20 years of rapid growing,Group F has become a well-known large pharmaceutical enterprise group in China,but in recent years,affected by the deepening of the national medical reform,the growth has been blocked.To expand new business growth point,seek diversified business layout,Group F entered into the coal chemical industry through merging and acquiring Company G.However,after Group F fully took over Company G,there were problems occured,such as large area of personnel resignation,lagging project progress and frequent project quality problems.If these problems could not be solved in time,it is likely to lead to the failure of merger and acquisition.This paper firstly through studying the literature of experts and scholars,learn to understand the concept of corporate merger and acquisition and the common problems after the merger and acquisition,corporate culture and cultural integration related theories.Secondly,the background and process of the merger and acquisition between Group F and Company G,and the cultural differences between the two sides were analyzed in detail,and the problems existing in Company G were investigated by questionnaire survey and employee interview.Through investigation and analysis,it was found that in the integration process of the merger,Group F directly copied the integration experience of its merger and acquisition of pharmaceutical enterprises,and the integration process was too radical,leading to fierce cultural conflicts between the two sides,which caused the above series of problems.Finally,based on cultural integration mode,post competency and other related theory,learn from the research results of experts and scholars in the literature,and combined with the actual situation of Company G,innovatively propose combining injection and separation cultural integration mode,the basic principles of cultural integration that Company G should follow.Develop a series action plan,including set up a special working group,systematically review and revise the four-level culture element,promoting the culture integration between the core management team,expanding communication channels,encouraging informal organizations,such as specific integration measures.Through the implementation of the above research and relevant measures,it is expected to solve the corporate culture conflict after the acquisition of Company G and get out of the predicament.At the same time,it is also expected that this study can provide some valuable references for other enterprises facing similar problems.