企业并购中的文化风险与整合（Cultural risk and integration in mergers and acquisitions）.docVIP

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企业并购中的文化风险与整合（Cultural risk and integration in mergers and acquisitions）.doc

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企业并购中的文化风险与整合（Cultural risk and integration in mergers and acquisitions）

企业并购中的文化风险与整合（Cultural risk and integration in mergers and acquisitions） In the global context, M A has become an important means for enterprises to expand their scale, strengthen their strength and improve efficiency. However, most enterprises fail to realize their expected value after mergers and acquisitions. The global mergers and acquisitions business partner Jack Mr. Prouty pointed out in the 70 / 70 phenomenon in todays mergers and Acquisitions: one of the worlds 70% post merger failed to achieve the expected business value. The failure is due to the integration process of 70% after the merger. Integration is difficult after mergers and acquisitions, but the most difficult thing is the integration of corporate culture. Many enterprises usually attach importance to strategic and financial factors before they merge, and ignore the compatibility of cultures after the two enterprises merge. According to the Conference Board world famous business forum headquarters located in New York, founded in 1916, recently on the 147 CEO Fortune 500 companies and is responsible for mergers and acquisitions deputy general survey, 90% of respondents believe that: after merger success, cultural factors and financial factors at least as important as. The cultural integration after mergers and acquisitions has become a new responsibility of the human resources department of the enterprise, and also a new requirement for the knowledge and ability of professionals, human resources and talents. After mergers and acquisitions, enterprises can resolve cultural conflicts, and effective integration of culture is an important factor in deciding the future development of M a enterprises. Cultural risks of mergers and acquisitions M A is a big change for both the company and the individual, which indicates the great changes in the business development and career of the company and its managers and employees. In this process, personal values and behaviors are prone to conflict with foreig