A Study On The Cultural Integration After Group 's M & A

Data shows that the success rate of global mergers and acquisitions is only43%. More than80%of the causes of failure of mergers and acquisitions are directly or indirectly caused by the failure of the enterprise culture integration. Thus, merger integration is an important guarantee of successful merger, and the key to successful merger and acquisition is cultural integration.M&A integration refers to mutual adaptation, mutual recognition and mutual combination of both sides of enterprise culture with different or contradictory cultural traits, the process of forming coordinate, harmonious and integrated cultural system, which is not a simple mixture, but the fusion and sublimation of excellent cultural.Mergers and acquisitions enterprise is one of important ways to develop business quickly. This paper, based on the theory of M&A cultural integration system, using cases from and Co-Creation Enterprise Shengzhou Science, combined with literature comparative analysis, experience summary and case study, analyzes cultural condition, cultural differences before and after M&A and the reasons of conflicts after the merger. Four general principles are put forward after the merger:tolerance, sublation, generality and individuality, reference and innovation. Cultural integration model Co-Creation Enterprise are coexist and cover&coexist.Detailed analysis makes the certain of the content and methods of integration. That is the integration of the enterprise core values, strategic planning, the integration of systems and mechanisms, the enterprise resource integration, the brand and image integration. Three years is planned to guarantee implementation and create harmonious company culture, with ideological, organizational, institutional, investment which can promote the coordination and development of subsidiary corporation and the group company.At the same time speed up the changes from system management to culture management in the group company...