Research On Differences And The Effects Of Organizational Culture In Enterprise C' S And Enterprise T' S Mergers And Acquisitions

With the increasing attention on M&A projects of listed companies in China,the literature on cultural differences analysis and integration strategies of listed companies in the M&A period has also received extensive attention.The mergers and acquisitions of CR Vanguard(C Enterprise)and Tesco Corporation(T Enterprise)are one of the classic cases.However,due to insufficient investigation before merger and acquisition,and ineffective resource integration during the merger and acquisition period,the M&A results are disappointed.In the process of difference analysis on organizational culture,first of all,this paper analyzes the case background and understands the motivation of M&A.Secondly,this paper is based on the previous scholars' research on the merger and acquisition of enterprises and the related theories.The organizational development and transformation,organizational culture are included in the theories.The sample data on cultural differences is obtained through the questionnaires and structural interviews of employees from enterprise C and T.Finally,through the quantitative analysis of the sample data,it is found that C and T employees have significant difference in core values,consistency,synergy,transformation,customer orientation,organizational learning,strategic clarity,target identification,and vision sharing.In the analysis of the problems existing in the integration period of mergers and acquisitions,first of all,this paper describes the process of mergers between C enterprises and T enterprises.Secondly,this paper separately finds the problems that occur between C and T employees before and after the merger and acquisition,and understands the psychological dynamics of employees.Finally,this paper obtains the problems arising from the integration period of C employees and T employees through quantitative analysis.Before and after the merger,C employees have significant differences in employee satisfaction,organizational commitment,task conflicts,and relationship conflicts.Before and after the merger,T employees have significant differences in employee organizational commitment,employee engagement,work stress,team task conflicts,and team relationship conflicts.Based on the conclusion,we give the targeted recommendations.Previous studies on the corresponding strategies for problems in the M&A integration period are not sufficient,this is due to the combined effects of the cultural differences and the integrating problems are not analyzed enough.This paper hopes to provide some references from the new perspectives for multinational enterprises to reduce the negative impact of organizational culture differences in the process of M&Aintegration,increase the success rate of M&A,and create a win-win or even more win-win situation.