The Research Of Culture Management About Chinese Enterprise Transnational Merger And Acquisition

In recent years, China transnational merger and acquisition is increasingly serious, which has become an important means China enterprises going global strategy, especially after China entered WTO, a lot of enterprises China production base began to shift, production market from domestic to international, to speed up the Chinese enterprises towards the pace of the world, transnational mergers and acquisitions demand high performance, China enterprises to become a more active role in international M & a market. However, many Chinese enterprise transnational merger and acquisition has not received the expected results or value, although the reasons for this situation are in many aspects, but because of the most common problems caused by the failure of fusion of culture is. According to the seven seven law of famous transnational merger and acquisition, the enterprise is not a result of mergers and acquisitions and 70% more than the expected value, the failure of these enterprises and 70% is due to cultural integration and cause failure. In fact, in a lot of transnational M & A cases, the majority of enterprises pay more attention to the market resources, mergers and acquisitions, human resources and other aspects, but it ignores the different countries culture management, make the culture fusion has become one of the most important causes of transnational M & a failure. Therefore, after the completion of the transnational merger and acquisition in the Chinese enterprises, obviously need to focus on solving the problems left over by generated due to conflicts of enterprise culture, regional culture and other cultural aspects of the.The thesis research the Chinese enterprises transnational merger and acquisition launched of Culture management, first, current situation and research literature at home and abroad about the cultural management in transnational merger and acquisition are summarized in this paper, Based on the analysis of the historical process, Chinese enterprises transnational mergers and acquisitions acquisitions present condition and the existent problems in the process of transnational mergers and acquisitions, focusing on the cross-cultural management problems in the process of transnational mergers and acquisitions;after mergers and acquisitions in the United States to Shanghai electric Gauss group as an example of success, to SAIC merger Ssangyong group as the failed cases were analyzed, from the cultural fit, cross-cultural management and cross-cultural management by means of evaluation and other aspects, analyze their successful experience and lessons of failure, the main problem to further tap the existing cross cultural management of Chinese enterprises transnational merger and acquisition; finally, according to the problems, from learning, integration, innovation and so on three stages and puts forward some main countermeasures for cross culture management to enhance the level of transnational merger and acquisition of Chinese enterprises. This study can further supplement and enrich the current relevant research results of transnational mergers and acquisitions for the cultural conflict and cultural differences; at the same time can effectively provide references for a certain Chinese enterprise cross culture management of the road, giving Chinese companies bring in transnational mergers and acquisitions during the process of cultural barriers is reduced to a minimum, to increase the success of multinational merger and acquisition rate and commercial value.