On The Mode Selection Of Culture Integration In Cross-Border M&A By Chinese Enterprises

Cross-border M&A, as an important way to business expansion, has become significant economic phenomenon. Chinese enterprises have gradually embarked on such a road, but culture barriers become more and more obvious.Based on the specialty of Chinese enterprises' cross-border M&A, that is, Chinese enterprises' culture is immature and in a weak position; China's management has many drawbacks, and it is difficult to passage globally; foreign enterprises' culture has low recognition and inclusive to Chinese enterprises' culture, this thesis analyses the impact of the differences in nation culture and enterprise culture on the modes of culture integration, and sums up the key impact factors on the mode selection in culture integration of Chinese enterprises' cross-border M&A.On this basis, the thesis proposes the mode of "seek common ground while reserving differences" on national culture integration and the multi-stage selection model on enterprise culture integration, analyzing culture integration mode selection process from the point of view of dynamic.Finally, with the case of Lenovo's acquisition of IBM PC business, this thesis analyses and summarizes its how to select the culture integration mode in the process of culture integration and the implementation of specific strategies, to provide reference for the other Chinese enterprises in cross-border M&A.