(此文档为word格式，下载后您可任意编辑修改！)
毕业论文
论文题目：海外并购中的文化冲击和融合
作者所在系部：外语系
作者所在专业：英语
作者所在班级： B09711班
作者姓名：赵盼盼
指导教师姓名：刘阿娜
完成时间： 2013年6月
北华航天工业学院教务处制
Cultural Conflict and Integration in Overseas Mergers and Acquisitions
by
Zhao Panpan
Thesis Advisor: Liu Ana
Submitted to the B.A. Committee in partial fulfillment of the requirements of the Degree of Bachelor of Arts in the Foreign Languages Department of North China Institute of Aerospace and Engineering.
指导教师情况
姓名刘阿娜技术职
务讲师工作单
位
外语系
指导教师评语
指导教师评定成绩:
指导教师签字:_________ ________ 年________ 月________ 日
答辩委员会评语
最终评定成绩:
答辩委员会主任签字:__________ 单位(公章)
______ 年_______月______日
北华航天工业学院
本科生毕业论文原创性及知识产权声明
本人郑重声明：所呈交的毕业论文Cultural Conflict and Integration
in Overseas Mergers and Acquisitions
是本人在指导教师的指导下，独立进行研究工作取得的成果。除文中已经注明引用的内容外，本论文不含任何其他个人或集体已经发表或撰写过的作品或成果。对本论文的研究做出重要贡献的个人和集体，均已在文中以明确方式标明。因本毕业论文引起的法律结果完全由本人承担。
本毕业论文成果归北华航天工业学院所有。本人遵循北华航天工业学院有关毕业论文的相关规定，提交毕业论文的印刷本和电子版本。本人同意北华航天工业学院有权保存毕业论文的印刷本和电子版，并提供目录检索与阅览服务；可以采用影印、缩印、数字化或其它复制手段保存论文；在不以营利为目的的前提下，可以公布非涉密毕业论文的部分或全部内容。
特此声明
毕业论文作者：指导教师：
年月日年月日
摘要
并购是实现企业快速扩张的外部成长途径，全球已经历了五次并购浪潮。随着国内产业结构的调整升级与企业国际化呼声的日益高涨，近年来我国企业并购活动也风起云涌。但无论国外还是国内，并购的整体绩效并不乐观，原因之一是企业忽视了并购后的整合，尤其是文化整合。
本文结合并购整合的一般理论，重点研究了跨国并购中的企业文化整合问题。首先，本文简要地回顾和评价国内外关于文化影响跨国公司方面的研究。接着，本文对文化冲击、文化整合理论和文化整合模式选择理论进行了概述。在前面分析的基础上，本文提出了企业跨国并购后文化整合的对策，包括跨国并购后文化整合模式的选择、不同整合阶段的策略选择。
本文的创新有两点:一是分析了分析了文化整合中的问题；二是针对不同整合阶段提出了跨国并购企业的文化整合相对的策略。
关键词：海外并购文化冲击文化整合
Abstract
Mergers& acquisitions is an exterior growth path to extend enterprise fast. The world recent years，mergers acquisitions in our country. But regardless foreign or domestic situation, the performance is far form satisfied. One of the reasons is the neglect of the post- merger integration, especially the culture integration.
The paper combines general theory of M&A integration, while emphasizing the importance of culture integration after enterprise’s M&A.
Firstly, the paper simply reviews the studies of culture influences about international business about culture conflicts, culture integration theory and mode. Finally, based on the above analysis, the paper raises a few suggestions about culture integration strategies for international M&A, which include the alternatives of integration modes and different strategies at different stages.
Two innovations: i, analyses the problems in the process of overseas Mergers and Acquisitions; i, raising different culture integration strategies at different stages.
Key words: International M&A,Culture Conflicts, Culture Integration
Contents
Abstract in Chinese ..................................................................................................................
Abstract.....................................................................................................................................
Introduction..............................................................................................................................
Chapter 1: Definition of Cuture, Culture Conflict and Cultural Integration ....................
1.1 Definition of Cuture (1)
1.2 Definition of Culture Conflicts....... .. (2)
1.3 Definition of Cultural Integrations .. .................................. (3)
1.3.1 Cultural Assimilation Mode (3)
1.3.2 Cultural Fusion Mode (3)
1.3.3 Cultural Separation Mode (4)
1.3.4 Cultural Deculturation Mode (4)
Chapter 2:Cultural Conflicts and Cultural Integrations Modes .... . ... ..............................
2.1 Cultural Conflicts in Overseas Mergers and Acquisitions.... . .....................................
2.1.1 Conflicts between the Developed Countries (4)
2.1.2 Conflicts between the Developing Countries (5)
2.1.3 Conflicts between the Developing and the Developed (5)
2.2 The alternatives of integration modes (5)
2.2.1 Cultural Assimilation Mode (5)
2.2.2 Cultural Fusion Mode (5)
2.2.3 Cultural Separation Mode (6)
2.2.4 Cultural Deculturation Mode (6)
Chapter3 Problems and New Strategies in Overseas Mergers and Acquisitions...............................................................................................................................
3.1 Problems in Overseas Mergers and Acquisitions (7)
3.1.1 The Acceptance of Staffs for the
M&A (7)
3.1.2 Strong Desire to Keep Its Original Targets (7)
3.2 Different Strategies at Different Stages (7)
3.2.1Exploration Stage-- Assessment and the Formulation of the Consolidation Plan (7)
3.2.2 Collision stage-- The Implementation of Integrated Plan (8)
3.2.3 Adaptive Phase --Maintenance and Adjustment Plan (8)
3.2.4 Innovation Stage --Realization of the Real Cultural Fusion (8)
Conclusion.................................................................................................................................
Acknowledgments ....................................................................................................................
Bibliography .............................................................................................................................
Cultural Conflict and Integration in Overseas
Mergers and Acquisitions
Introduction
Since the late 90s of the next century, M&As developing rapidly throughout the world, with the overseas M&As as the major feature. On the forms of foreign investment, greenfield investment is becoming less and less, while the combination of greenfield investment and M&As is increasing sharply. According to one stat. report, the total amount of overseas M&As from $83.1 billion in 1993 to $880 billion in 2006, almost , not always indicate a good outcome, which means we should not be satisfied too early. Now of overseas M&As: the average failure rate of overseas M&A is about 60%, while China to the M&A failures, more than 85% CEO or the authorial department in the International Company refers to the cultural conflicts. They confirm that only the company can make the overseas M&A a success. Absolutely, it’s clear that culture the global economic development, thus many scholars are engaged in the study of influential factors, among most of which they focus culture. Focusing on the culture factor, I would like to talk about the overseas M&As--the conflicts and integration.
This thesis comprises three parts. Chapter 1 offers us a clear understanding about culture and the study of culture and culture integration, which includes the major part--culture integration modes. Chapter 3 suggests modes and what kinds of strategies we can adopt at
different stages in the process of culture integration.
Chapter 1: Definition of Culture, Culture Conflict and Cultural Integration
1.1 Definition of Culture
Before we start the theories discussion, we should giv e “culture”an exact definition: culture is such a system of values and norms, which is owned by a group of people, designed and built for the existence (Charles, 2009:18). In the 70s of 19th century, the anthropologist Edward Tylor (1871) firstly gave the definition of “culture”: culture is a complexus of knowledge, beliefs, art, morals, laws, followed by some other scholars. Some relatively authoritative definitions are from Geert Hofstede (1982): culture is the complexus of ideologies owned by a group of people, which is also different from another group’s; and Zvi Namenwirth & Robert Weber(1987): culture is system of ideas which are destained for ’s existence. With the references of these different definitions, Charles.W.L.Hill(2009) gave this comprehensive definition. Here the values are an abstract concept, by which people assure what is the good, right, yearning idea. And norms refer to social rules, that’s to say ’t give more words talking about this.
1.2 Cultural Conflicts
In the year of 1960, American anthropologist Kalvero Oberg (1960) firstly raised the concept of “cultural shock”, and then made further study
of cultural clash, dividing it into four stages: a stage, the impact stage, the adaptation phase and the stable phase. In the stage, people the impact stage, problems are appearing one after another, then people begin feeling confused and down. As the time goes on, this bad mood would lead the conflicts deeper; in the adaptation phase, as the two sides get to know each other’s culture, actuarially this stage possibly will not occur for lack of effective mechanism according to the modern theory, the confusion and disorder disappear, they begin to adapting the changed environment; in the stable phase, different members get adapted to the cooperation and exchanges in the new kind of culture. This stage symbolizes the success of the enterprise integration.
Later, there comes the more comparatively definition of cultural clash: cultural clash refers to members of a cultural group dealing with a different cultural group and asking them to use another culture model.
Yet, other scholars that cultural clash refers to the process of opposites and mutual exclusion between each other, led by the great differences in different forms of culture text or factors.
1.3Cultural Integrations
Cultural integration is a process for culture movement. Firstly I would like to talk about the definition of integration. Cultural integration is neither a pile of original culture nor the simple elimination of all the differences between the various cultures, but to make all cultures integrate, coordinate, eventually combined as a whole under the guidance of the enterprise unified values (Li Hui, 2004:177). Cultural integration refers to the the M&As process of enterprises (Xu Lunmei, 2005:183). Secondly,
the most important part is the discussion about the types of integration. According to the cultural change degrees of their culture and the control power after the M&As, western scholars raised four mode of integration: Assimilation Mode, Fusion Mode, Separation Mode, Deculturation Mode. Here comes the brief introduction of the modes (Luo Dan, 2008:36-38):
1.3.1 Cultural Assimilation Mode
Assimilation is not a mandatory process, assimilation provided that the other party is willing to accept the culture.
When the two sides strength, especially when the poor management of target enterprise on the verge of bankruptcy, the power enterprise’s culture advantages are easily in wider range for identification,and play a leading role. In this mode, the core advantage of the enterprise through the proper way and method, force our enterprise spirit culture, system culture, etc to guide the target enterprise, making the enterprise of the weak culture, influenced by advantage enterprise’s strong culture shock and replaced.
1.3.2 Cultural Fusion Mode
When both members of mergers and acquisitions want to save the most personality of their respective companies, cultural traits and organizational practices, then the fusion will be a suitable cultural integration mode.
In this process we need focus on two points. The first one is that we should change our mind, respect and accept each other’s culture; the second one is cultural integration should moved by steps. It needs a long period time to finish this process.
1.3.3 Cultural Separation Mode
Under isolated conditions, the M&As enterprises will be difficult to control the acquired company, that’s to say isolation is a , but each keep relative independence. In addition to a small number of, the necessary cultural contact beyond, merged enterprise management. The purpose of separation strategy is to prevent and avoid conflict.
1.3.4 Cultural Deculturation Mode
The mode will lead to the destruction of the cultural personality, refusing to adopt the new culture.
The cultural pattern refers to the merger and acquisition of enterprise in order to realize its goal , it applied strong pressure to the target enterprise , trying to suppress, attacks, destroy the culture of the target enterprise, which was forced to collapse and die, thus instilling its culture.
However, the process of cultural conflicts and integrations in M&As is quite complex, it needs more time to do deep analysis.
Chapter 2:Cultural Conflicts and Cultural
Integrations Modes
The proper cultural integration modes play crucial roles for the success of the international mergers and acquisitions. Thus two different enterprises from quite different cultural backgrounds need to adopt different cultural integration modes for their overseas expansions. Even for the same enterprise, it also needs to adjust its strategies for different stages.
2.1Cultural Conflicts in Overseas Mergers and Acquisitions 2.1.1 Conflicts between the Developed Countries
In the developed world ,though they common but actually they also the year of 1998, German motor corporation Daimler purchased American motor corporation Chrysler. However, 8 years later, Daimler and Chrysler announced to separate to the original two corporation. It’s clear that the M&A did not produce the prospected function, even to make worse for their respective performance. From the failure we can easily find that cultural conflicts played an instrumental role. Although they are both from the developed countries, there were some conflicts: Chrysler did not like to be managed by the Germans, and the Germans disliked that the American staffs with same position .
2.1.2 Conflicts between the Developing Countries
They different routes.Therefore, in the overseas expansion of corporation from the developing countries, they should learn more to from the developed , their manage skills need improving more eagerly. Here a good example. Jollibee Foods Corp from PH intended to enjoy China’s large market by purchasing Yonghe King, a Chinese local enterprise. After the purchase, Jollibee respected the Chinese factors in the company, and the Developing and the Developed
This kind of conflicts is more complex than the two other kinds. Firstly speaking, the pure cultural differences makes some visible spectacles; secondly, technique and manage level lead to gaps in their psychology, which are some invisible spectacles. And these invisible spectacles always make more trouble in the process of overseas M&A. Here are the example. In 2004, Lenovo announced to purchase IBM’s pc business. Although Lenovo tried to take some measures to make sure the
integration process, the results showed that these were far satisfied compared with the original target. Among these were the leaves of many excellent personnels from IBM. It’s not and talents...All of these made Lenovo a paternalistic leadership enterprise while IBM a democratic participation and advocating competition enterprise. Thus, the success of integration need a long way to go.
2.2 The alternatives of integration modes
2.2.1 Cultural Assimilation Mode
The advantages of Cultural Assimilation Mode: in the integration process it cultural integration mode, and a process that a kind of culture is completely replaced by another one. It’s easy for us to imagine the difficulty of integration mode, because for a enterprise completely abandon the original culture to adapt to a new culture will cause serious conflicts ,especially the impact on the thought of the target enterprise’s employees. At the same time it will increase the possibility of integration failure.
2.2.2 Cultural Fusion Mode
At present more and more mergers and acquisitions are the power-to-power unions, in order to enlarge the scale of operation and enlarge the share of market, improve the industry concentration, obtain excess monopoly profits. The merger and acquisition enterprises general they are both positive enterprising, very competitive, with strong cohesion. At this time, on the base of not changing their own cultural standards, two excellent culture should supplement each other, work for mutual penetration and mutual fusion. The member enterprise purposefully