中国企业跨国并购中的文化冲突研究

在全球产业结构加速调整和经济复苏的背景下，跨国并购己经成为推动经济全球化发展和全球经济复苏的主要力量。中国企业也开始积极参与跨国并购。然而，跨国并购融合之路并不是那么好走，随着并购的规模和影响的加大，企业在经营中不可避免的会遇到许多阻力，导致并购最后的失败。文化差异引起的文化冲突以及文化整合决定着跨国并购的成功或失败。
通过研究中国企业跨国并购的文化冲突的种类，原因和消极影响，本文将提出一些具体措施来应对文化冲突，包括识别文化差异、建立文化整合负责小组、开展跨文化交际培训、建立具有共同价值观的企业文化。本文将采用中国企业吉利收购沃尔沃的案例来研究文化冲突，希望有助于其他企业跨国并购的顺利实施。

关键词：文化冲突；跨国并购；文化整合
A Study on Cultural Conflicts in Chinese Enterprises’ Cross-border Merger and Acquisition

Abstract

The background of the boosting adjustment of the international industrial structure and the economic resurgence, transnational merger and acquisition has become the focus of the international economics of the world and the main force to drive the economic globalization, during which the Chinese enterprises start international M&A as well. However, the enterprises encounter various difficulties in the operation and even fail after the M&A. The conflict and the integration of culture caused by the cultural differences is one of the key factors which determines the success or failure of the cross-border M&A.
Through study of the types, causes and adverse impacts of the cultural conflicts in Chinese enterprises’ cross-border M&A, this paper will put forward some measures which include identifying the cultural differences, Setting up a team responsible for the cultural integration, Carrying out cross-cultural training, establishing corporate culture that shares the common values to deal with cultural conflicts. This article takes the recent important merger case of the automobile industry— Geely Group purchased Volvo as the background to study the cultural conflicts which could offer some help for other companies that will conduct cross-border M&A.

Key words: cultural conflicts; cross-border M&A; culture integration

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