Study On The Cultural Integration Of Chinese Enterprises Overseas M&A

In recent years, a lot of Chinese enterprises plunged actively into overseas M&A, but there is less success. It is said that70%of the international M&A did not achieve the expected goal and value, and70%of the failures was caused by the unsuccessful cultural integration. As we see, the study is of great practical importance.The study on cultural integration after international merger around the world rose from1960s,but Chinese scholars did this very late. Chinese and overseas scholars mainly focused their studys on national culture and organizational culture, but seldom on business culture. The thesis aims to supplement the study about the effect of business culture on integration, and raises the best integration strategy under diverse cultural differences, which has certain theoretical value.In conclusion, from the perspective of three type of cultural differences, this thesis discusses about the potential risks and benefits arising from cultural differences and brings forward the related best integration strategy; The thesis conducts three cases analyses:Lenovo and IBM,TCL and Alcatel, BenQ and Siemens, Sinopec and Addax, tests the theoretical conclusions above, summarizes the experience and lessons of merger successes or failures, and brings forward constructive suggestions on China enterprises’international merger and acquisition, which combines theory with practice tightly and is of certain creativity in research perspective and conclusions. And we have achieved these conclusions:company needs little to conduct cultural integration and the speed has nothing to do with cultural integration, when the national culture, organization culture and business culture differences are all small; company should choose slow and high level cultural integration, when the national and organization culture differences are small, but business culture difference is great; company should choose fast and low level cultural integration, when the national and organization culture differences are great, but business culture difference is small; company should make decisions according to the key objective of each integration stage and the speed has nothing to do with cultural integration, when the national, organization and business culture difference are all great.