Research On The Integration Of Knowledge Core Employees In The YY Company M&A American ABC Company

With the steady development of China economy,more and more enterprises choose to carry out international investment,enhance the scale of assets and sustained profitability,and actively seek overseas mergers and acquisitions opportunities,and gradually integrate into the international market.Enterprises cross-border mergers and acquisitions is the optimal allocation of resources in the global scope,not only the allocation of capital funds,but also other important factors of production optimization.Through the export of capital funds globally,they share their resources,technology,market,brand and so on,even improve their international management level,to find a new growth point and seek industrial upgrading,to achieve further development and expansion.On the basis of analyzing the concept of cross-border mergers and acquisitions and knowledge core staff integration,this paper makes a research on the integration and key points of knowledge core employees after YY Company M&A American Company.Based on the experience of three M&A cases,TCL & Thomson,BOE & HYNIX TFT-LCD,Lenovo & IBM's PC,this paper puts forward the optimized solution and other suggestion to complete the knowledge core staff integration.Hope that through the discussion of these elements and the process of integration,we could learn something from the enterprises cross-border mergers and acquisitions and its knowledge core staff integration.This paper analyzes the procedure of YY Company M&A American ABC Company,focusing on the integration of knowledge-based core staff.According to the related theories of human resource management,corporate culture and psychological contract,this paper puts forward some suggestions on the integration of knowledge core staff,such as integration of all systems,optimization of company structure,resources and business processes,and proper arrangement of knowledge core staffs;Talent pool,prohibition of competition,integrity management,etc.to improve the cost of knowledge-based core staff turnover;identify key departments and positions at the same time,pay close attention to non-key sectors of knowledge-based talent as the company's future target,and at the same time reserve personnel training and team building,proper handling of knowledge core staff turnover.