Study On Enterprise Culture Integration In The Processes Of M&A

Since 90s of last century, M&A (merger & acquisition) has been a main approach of development of modern enterprises. Nevertheless, tracing back the historical data, the number of successful cases is not as much as expected. The risk of merging is well known. Though people do not reach an identical recognition on the reason of failure, they might all agree that the integration after merging is not only the key factor leading to success but also a far tougher and more complex work than merging transaction. This discourse studies the cultural factors which clash more furiously. We believe this study is of realistic significance to discuss enterprise merging, especially the integration of different cultures.On the basis of studying theory of enterprise culture, this discourse try to dig up two important characteristic features, one heterogeneity, another agglomeration, and systematically analyze the sources and impacts of culture risks covering direct culture risk imposing upon enterprise form culture differences, besides, analyzing factors along with merging patterns (antagonism and hospitality) and organizational learning abilities of cross cultures. According to of correlative feature of enterprise strategy and mono-unit and multi-unit feature of culture, the integration pattern of culture is built. At the same time, the integration pattern of culture is built in line with the culture power of the merged enterprise and the culture abstraction of the merging enterprise.A valuable practical guidance is set up to instruct culture integration of enterprise merging. The discourse profoundly analyzes the systematic and cultural environment of enterprise merging from the history of enterprise merging and the transformation of enterprise culture in China, and expatiates on the introduction of perception of culture integration and concrete operation by adducing a successful case of merging through culture perception, Hair merged Red Star, a real show. It undoubtedly has some feasible and referenced value in the management of culture integration of enterprise merging.