【導(dǎo)讀】是本人在指導(dǎo)教師的指導(dǎo)下，獨(dú)立進(jìn)行研究工作取得的成果。除文中已經(jīng)注明引用的內(nèi)容。外，本論文不含任何其他個人或集體已經(jīng)發(fā)表或撰寫過的作品或成果。出重要貢獻(xiàn)的個人和集體，均已在文中以明確方式標(biāo)明。因本畢業(yè)論文引起的法律結(jié)果完。的相關(guān)規(guī)定，提交畢業(yè)論文的印刷本和電子版本。本人同意北華航天工業(yè)學(xué)院有權(quán)保存畢。并購是實(shí)現(xiàn)企業(yè)快速擴(kuò)張的外部成長途徑，全球已經(jīng)歷了五次并購浪潮。業(yè)結(jié)構(gòu)的調(diào)整升級與企業(yè)國際化呼聲的日益高漲，近年來我國企業(yè)并購活動也風(fēng)起云涌。但無論國外還是國內(nèi)，并購的整體績效并不樂觀，原因之一是企業(yè)忽視了并購后的整合，本文結(jié)合并購整合的一般理論，重點(diǎn)研究了跨國并購中的企業(yè)文化整合問題。本文簡要地回顧和評價國內(nèi)外關(guān)于文化影響跨國公司方面的研究。在前面分析的基礎(chǔ)上，本文提出了企。出了跨國并購企業(yè)的文化整合相對的策略。

　　

【正文】 r, the result turned out to be a failure. Chapter3: Problems and New Strategies in Overseas Mergers and Acquisitions 北華航天工業(yè)學(xué)院畢業(yè)論文 7 Problems in Overseas Mergers and Acquisitions The Acceptance of Staffs for the Mamp。A For the staffs of both sides, are they desired to accept the new culture, the new anization? From the acquired side, do its members accept the fact of being acquired? Would they have a feeling that they are less excellent than the buyer pany? And would they be willing to adapt to the other pany’s culture and manage style... There will be a list of issues. Form the buyer’s side, what’s their attitude toward the newly acquired pany? Here the failure of Daimler Chrysler is a good example. Staffs from Chrysler dislike the Germany management style while the Daimler’s staffs resent with American’s high wages with the same position. These unacceptance directly sped the failure of the Mamp。A. Strong Desire to Keep Its Original Targets The ability to make the integration go smoothly always determines the success of the Mamp。A. And a strong desire has important impact on its actions to integration. Here are a positive example of trying to keep its original goals. Lenovo’s original target of buying IBM’s pc business is to bee a strong and standard international pany just as Dale. Thus, Lenovo reacted quickly after the acquisition: staff policy for personnels from IBM, the new management members, the location of its international department... The list of measures indicate the strong determination of Lenovo to be a true global enterprise. To some extend, Lenovo behaved successfully, though the final results remained to be tested. Different Strategies at Different Stages In transnational Mamp。A, cultural integration difficulties are not only because the values, beliefs, etc in different cultures have differences, but more importantly that is mergers and acquisitions both sides do not realize those differences and their importance. Generally speaking transnational Mamp。A cultural integration should pass the following four stages: Exploration Stage Assessment and the Formulation of the Consolidation Plan Cultural integration of the preparatory stage refers to the prehensive investigation for the merger and acquisition about the original culture condition, differences between the original culture, the difference of the possibility of the conflict. And according to the result of the investigation it’s proper to make preliminary cultural integration plan period. This step directly determines the fellowing process. A perfect assessment result contributes to a paratively reasonable initial plan. Collision stage The Implementation of Integrated Plan 北華航天工業(yè)學(xué)院畢業(yè)論文 8 Introduction stage is the beginning to carry out the cultural integration stage. During this stage, it’s often acpanied by large change measures, such as new anization of the structure building, the adjustment of the leadership, the personnel of the pact or the starting of larger programs, etc. As the implementation of the integration of plan goes, all kinds of culture had direct contact and collision, the generation of conflict is unavoidable. At this time, anization atmosphere is nervous, morale is low, ups and downs。 members may resist any form of reform, together with frustration, anger and the rivalry. Thus the enterprise culture integration in the new culture’s introduction, only on the basis of elaborate preparation can it start. When during the concrete operation, it also must be very careful and respond flexibly. During the collision stage, many issues appear to the face, from which we learn how to optimize our original plan. Thus, the implementation means more consideration about the possible accidents. Adaptive Phase Maintenance and Adjustment Plan Adaptive phase refers to a longer stage, which is from the main measures of pleting cultural integration to two kinds of culture have been gradually fused. During this stage, the center system and the adjustment of the leadership have been acplished, dominant contradiction has been solved, but its all sorts of hidden contradictions are still possible, which constitute the potential threat to the interests of the anization。 through a longterm accumulation hidden contradictions are likely to lead to bad behavior and dominant contradictions repeatedly. This phase may produce the most fierce cultural conflict. Therefore, managers should be good at discovering and eliminating all sorts of hidden contradictions, and maintaining and adjusting the new system in order to make a smooth and effective implementation. This stage is the key process of the whole integration. Dealing with the repeated dominant and hidden contradictions often determines the result of the integration. Thus, this stages must be more cautious. Innovation Stage Realization of the Real Cultural Fusion Innovation stage refers to a period when on the basis of cultural integration, mergers and acquisitions start pioneering and innovative or a new fused culture. At this stage, it must pay attention to the cultural innovation, because it is the supplement of the new culture. More importantly, cultural innovation and development are the real affirmation for the original enterprise. Only on the basis of cultural integration to develop and update your own fruits , culture can be the real successful integration. 北華航天工業(yè)學(xué)院畢業(yè)論文 9 Conclusion International Mamp。A is doubleedge sword: if you use the right strategies to implemen