公司文化在兼并整合中扮演了重要的角色外文翻译.docVIP

外文翻译 原文 corporate cultures play big role in MA integration Material Source: Material resource: MA from planning to integration Author: Robert J. Borghese Paul F. Borgese For many corporate leaders involved in mergers and acquisition, Integration issues such as accounting methods, financial practices and operating systems often take precedence over the human aspect of blending two entities. But this often-neglected “soft side” is just as important as the technical end. “Postclosing challenge raise a wide variety of human fears and uncertainties, which must be understood and addressed by both buyer and seller,” said Andrew J. Sherman, author of MA from A to Z and capital partner of Katten, Muchin Zavis. “The fear of the unknown experienced by the employees of the seller must be confronted and put to rest or the employees’ stress and trauma will affect the seller’s performance and the viability of the transaction. Sensitivity Found Lacking Many of the problems associated with mergers and acquisition are rooted in a lack of sensitivity to the cultures of the combining entities. Buyers and sellers each possess unique corporate of the combining entities. Buyers and sellers each possess unique corporate cultures in which they operate, ranging from business philosophies, practices and ethics, down to dress codes and business hours. When these styles clash, attempting a merger can seem like blending oil and water. So is it possible to merge companies at opposite ends of the cultural spectrum? The answer is yes, but the keys to successful cultural integration and good communication and due diligence in the early negotiation stages. For example, employees need to know why the merger took place, what its goals are, and how they will fit into the new company. Also important to employees is knowing whether the culture of the blended company will be different from the culture in which they currently work, and if so, how management plans to ease that transition. In many c