海外并购中的文化冲击与融合.docx

1、海外并购中的文化冲击与融合毕业论文论 文 题 目 ：海外并购中的文化冲击和融合作者所在系部： 外 语 系 作者所在专业： 英 语 作者所在班级： B09711班 作 者 姓 名 ： 赵盼盼 作 者 学 号 ： 20094071114 指导教师姓名： 刘阿娜 完 成 时 间 ： 2013年6月 北华航天工业学院教务处制Cultural Conflict and Integration in Overseas Mergers and AcquisitionsbyZhao PanpanThesis Advisor: Liu AnaSubmitted to the B.A. Committee in

2、partial fulfillment of the requirements of the Degree of Bachelor of Arts in the Foreign Languages Department of North China Institute of Aerospace and Engineering.指 导 教 师 情 况姓名刘阿娜技术职务讲师工作单位外语系指 导 教 师 评 语指导教师评定成绩:指导教师签字:_ _ 年 _ 月 _ 日答 辩 委 员 会 评 语最终评定成绩: 答辩委员会主任签字:_ 单位(公章) _ 年_月_日北华航天工业学院本科生毕业论文原创性及知

3、识产权声明本人郑重声明：所呈交的毕业论文Cultural Conflict and Integration in Overseas Mergers and Acquisitions是本人在指导教师的指导下，独立进行研究工作取得的成果。除文中已经注明引用的内容外，本论文不含任何其他个人或集体已经发表或撰写过的作品或成果。对本论文的研究做出重要贡献的个人和集体，均已在文中以明确方式标明。因本毕业论文引起的法律结果完全由本人承担。本毕业论文成果归北华航天工业学院所有。本人遵循北华航天工业学院有关毕业论文的相关规定，提交毕业论文的印刷本和电子版本。本人同意北华航天工业学院有权保存毕业论文的印刷本和电子

4、版，并提供目录检索与阅览服务；可以采用影印、缩印、数字化或其它复制手段保存论文；在不以营利为目的的前提下，可以公布非涉密毕业论文的部分或全部内容。特此声明毕业论文作者： 指导教师： 年 月 日 年 月 日摘 要并购是实现企业快速扩张的外部成长途径，全球已经历了五次并购浪潮。随着国内产业结构的调整升级与企业国际化呼声的日益高涨，近年来我国企业并购活动也风起云涌。但无论国外还是国内，并购的整体绩效并不乐观，原因之一是企业忽视了并购后的整合，尤其是文化整合。本文结合并购整合的一般理论，重点研究了跨国并购中的企业文化整合问题。首先，本文简要地回顾和评价国内外关于文化影响跨国公司方面的研究。接着，本文对

5、文化冲击、文化整合理论和文化整合模式选择理论进行了概述。在前面分析的基础上，本文提出了企业跨国并购后文化整合的对策，包括跨国并购后文化整合模式的选择、不同整合阶段的策略选择。本文的创新有两点:一是分析了分析了文化整合中的问题；二是针对不同整合阶段提出了跨国并购企业的文化整合相对的策略。关键词： 海外并购 文化冲击 文化整合Abstract Mergers& acquisitions is an exterior growth path to extend enterprise fast. The world has already experienced five times wave tid

6、e of M&A. In recent years，mergers acquisitions have developed like rising and surging clouds along with the adjustment upgrade of industrial structure and the demand of enterprises internationalization in our country. But regardless foreign or domestic situation, the performance is far form satisfie

7、d. One of the reasons is the neglect of the post- merger integration, especially the culture integration.The paper combines general theory of M&A integration, while emphasizing the importance of culture integration after enterprises M&A. Firstly, the paper simply reviews the studies of culture influ

8、ences about international business home and abroad. Secondly, the paper has a general discussion about culture conflicts, culture integration theory and mode. Finally, based on the above analysis, the paper raises a few suggestions about culture integration strategies for international M&A, which in

9、clude the alternatives of integration modes and different strategies at different stages.Two innovations: i, analyses the problems in the process of overseas Mergers and Acquisitions; ii, raising different culture integration strategies at different stages. Key words: International M&A, Culture Conf

10、licts, Culture IntegrationContentsAbstract in Chinese iAbstract iiIntroduction 1Chapter 1: Definition of Cuture, Culture Conflict and Cultural Integration 1 1.1 Definition of Cuture.1 1.2 Definition of Culture Conflicts. .2 1.3 Definition of Cultural Integrations . . .3 1.3.1 Cultural Assimilation M

11、ode.3 1.3.2 Cultural Fusion Mode.3 1.3.3 Cultural Separation Mode.4 1.3.4 Cultural Deculturation Mode.4Chapter 2:Cultural Conflicts and Cultural Integrations Modes . . . 4 2.1 Cultural Conflicts in Overseas Mergers and Acquisitions. . 4 2.1.1 Conflicts between the Developed Countries.4 2.1.2 Conflic

12、ts between the Developing Countries.5 2.1.3 Conflicts between the Developing and the Developed.52.2 The alternatives of integration modes.5 2.2.1 Cultural Assimilation Mode.5 2.2.2 Cultural Fusion Mode.5 2.2.3 Cultural Separation Mode.6 2.2.4 Cultural Deculturation Mode.6Chapter3 Problems and New St

13、rategies in Overseas Mergers and Acquisitions 63.1 Problems in Overseas Mergers and Acquisitions.7 3.1.1 The Acceptance of Staffs for the M&A.7 3.1.2 Strong Desire to Keep Its Original Targets.73.2 Different Strategies at Different Stages.7 3.2.1 Exploration Stage- Assessment and the Formulation of

14、the Consolidation Plan.7 3.2.2 Collision stage- The Implementation of Integrated Plan.8 3.2.3 Adaptive Phase -Maintenance and Adjustment Plan.8 3.2.4 Innovation Stage -Realization of the Real Cultural Fusion.8Conclusion 9Acknowledgments 10Bibliography 11Cultural Conflict and Integration in Overseas

15、Mergers and AcquisitionsIntroductionSince the late 90s of the next century, M&As have been developing rapidly throughout the world, with the overseas M&As as the major feature. On the forms of foreign investment, greenfield investment is becoming less and less, while the combination of greenfield in

16、vestment and M&As is increasing sharply. According to one stat. report, the total amount of overseas M&As had risen from $83.1 billion in 1993 to $880 billion in 2006, almost having a growth rate of 10 times. For the year 2007, the total amount of global M&As reached $58.1 billion, holding the growt

17、h rate of 58% compared to the same period of the year 2006. However, the increasing numbers can not always indicate a good outcome, which means we should not be satisfied too early. Now here is another group of increasing numbers. Here are some reports about the negative information of overseas M&As

18、: the average failure rate of overseas M&A is about 60%, while China has the highest -about 70%. According to the stat. of World Bank, for the reason to the M&A failures, more than 85% CEO or the authorial department in the International Company refers to the cultural conflicts. They confirm that on

19、ly the company can handle the differences well can make the overseas M&A a success. Absolutely, its clear that culture has the comparative importance for the success of the overseas M&As. As we all know that M&As play instrumental role in the global economic development, thus many scholars are engag

20、ed in the study of influential factors, among most of which they focus culture. Focusing on the culture factor, I would like to talk about how it works in the overseas M&As-the conflicts and integration. This thesis comprises three parts. Chapter 1 offers us a clear understanding about culture and h

21、ow culture influences peoples behaviors, especially the international businesss functioning. Chapter 2 focuses on the study of culture and culture integration, which includes the major part-culture integration modes. Chapter 3 suggests how we choose the most useful integration modes and what kinds o

22、f strategies we can adopt at different stages in the process of culture integration. Chapter 1: Definition of Culture, Culture Conflict and Cultural Integration 1.1 Definition of Culture Before we start the theories discussion, we should give “culture” an exact definition: culture is such a system o

23、f values and norms, which is owned by a group of people, designed and built for the existence (Charles, 2009:18). In the 70s of 19th century, the anthropologist Edward Tylor (1871) firstly gave the definition of “culture”: culture is a complexus of knowledge, beliefs, art, morals, laws, habits, and

24、other abilities people need as a member of the society; then followed by some other scholars. Some relatively authoritative definitions are from Geert Hofstede (1982): culture is the complexus of ideologies owned by a group of people, which is also different from another groups; and Zvi Namenwirth &

25、 Robert Weber(1987): culture is system of ideas which are destained for humans existence. With the references of these different definitions, Charles.W.L.Hill(2009) gave this comprehensive definition. Here the values are an abstract concept, by which people assure what is the good, right, yearning i

26、dea. And norms refer to social rules, thats to say how to tell the appropriateness of some behavior under a specific circumstance. Culture is decided by many factors such as mainstream religions, languages, educations etc. Because we mainly talk about how culture affect people behaviors, we wont give more words talking about this.1.2 Cultural ConflictsIn the year of 1960, American anthropologist Kalvero Oberg (1960) firstly raised the concept of “cultural shock”, and