Strategic Research On Culture Intergration Of Merger And Aquisition Of Cpi Jinyuan Group Co., Ltd

Taking CPI Jinyuan group co., ltd. as an example, this paper studies theculture intergration of parent-subsidiary company in the process of mergers andacquisitions (M&A). Based on analysing the CPI group’s culture intergration andfusion status during the course of M&A, this paper has presented generalproblems of enterprise culture management in the process of M&A in our country,and it argues that there is a correlation between culture intergration of M&A andcapital structural adjustment and the adjustment of subsidiaries’ strategicorientation. The key reason for parent-subsidiary corporate culture conflict is thatcorporate culture differences between parent and subsidiary occuping a largeproportion of their own core culture, which affects the efficient intergration andfusion of corporate core culture. Ignoring corporate culture conflicts of M&A inpractice leads to inefficiency of corporate intergration and fusion and therecessive problem of culture conflict highlighted, which has not received enoughattention from company managers. On the basis of empirical research on relevantenterprise in our country, this paper tries to construct enterprise strategic controlsystem of corporate culture fusion which applies to local companies in ourcountry, and strengthens the importance of corporate culture management in theprocess of M&A, making culture management as an important part of M&Cstrategic management, so as to improve the significance of culture managementin the whole enterprse management, and improve the efficiency of cultureintergration of M&A in our country, and in the meantime improve managementperformance of M&A enterprises in our country. During the practice, it putsforward a view that cultural unity should be taken into account and at the sametime subsidiaries’ culture diversity should also be considered so as to keep thediversity of enterprise management, and improve corporate actual management performance.