A Case Study On Cultural Integration After M&A Of Multinational A Company

Cross-border mergers and acquisitions(M&A)are an effective measure for multinational companies to improve their competitiveness and an important means to adjust and optimize their industrial structure.The overall performance after M&A cannot meet expectations.According to expert analysis data,the failure rate of global companies after M&A is as high as 60%.Research by professional institutions shows that the perfect ending of the M&A transaction process does not determine the success of the M&A,but the integration work after the M&A.In the integration of M&A,the integration of corporate culture is the difficulty of the integration process and the key to the success of M&A.The corporate culture integration in the M&A environment is different from the cultural change in a stable environment,which focuses on ethics,promises as usual,has uncertainty and ambiguity,and gradually forms a culture.The process of corporate culture integration is to focus on corporate performance,commit to change,synergies,and quickly drive the required behavior.In the cultural integration of multinational corporations,due to different countries and different cultures,conflicts will inevitably arise.Cultural integration has become a key issue in the success of M&A.This article starts from a typical case of cultural integration of multinational company A after M&A,and describes the problems encountered by multinational company A in cultural integration after merger and acquisition.The low degree of shared identity leads to the resistance of employees to M&A reform,the negative attitude of employees affects the post-merger organizational coordination,and the lack of trust intensifies the cultural conflict between the merger and acquisition parties.Combined with cultural integration theories and models,three typical cases are analyzed,and three problems caused by cultural integration factors are proposed.Combining the cultural integration model and experience for reference,the post-merger cultural integration mechanism is established,which provides a reference for the post-merger cultural integration work of A company,and also puts forward reasonable suggestions for how to reduce the cultural conflict in the cultural integration.Through the study on the cultural integration case of A multinational company after the merger,it can also arouse the vigilance of the cultural integration enterprises in the process of merger and acquisition.In order to avoid cultural conflicts,it is necessary to do a good job in the early stage of cultural integration.Carry out cultural sensitivity training,carry out cultural adaptability training,conduct reform pressure relief,and strengthen language and professional skills training.In the process of cultural integration,it is also necessary to communicate through multiple channels in a timely manner,carry out training on cultural differences,and resolve the cultural conflicts that have arisen.The first chapter of this paper is about the description of the research background and research significance,and to clarify the research ideas and methods.The second chapter is the description of the case of cultural integration after the merger of A multinational company.The third chapter mainly describes the cultural integration theory and attribution analysis,and analyzes the different dimensions under the cultural integration theory model.The fourth chapter proposes targeted countermeasures according to the three important factors of cultural integration: sharing identity,positive attitude and trust.The fifth chapter is the conclusion,which is mainly the summary of the whole paper.