摘要随着全球经济一体化，我国的对外经济合作日趋频繁，作为推动全球经济发展的重要力量之一，而我国的一些企业对外投资并购的欲望非常强烈，就使得并购领域和规模的扩大越来越快。企业逐渐形成规模化的同时，不同国家、地区文化之间差异所产生的冲突或将成为企业可持续发展的障碍，在跨国企业的海外并购中，并购的成功率与企业文化的融合程度成正相关。因此，并购后的企业如何进行文化融合，形成统一的企业文化，促进企业的发展壮大，是不可忽视的一个核心问题。本文从中外文化差异着手，以如意集团的海外并购为例，针对中国企业在海外并购中所遇到的文化冲突进行研究，综合运用社会学、心理学和管理学的观点和工具，对中外文化差异进行对比，归纳出文化冲突的解决方法。本文开篇作了绪论，提出了本论文研究的主题及意义，第二部分针对不同文化之间的差异进行简述，根据海外并购中的跨文化沟通与跨文化管理模式，第三部分从跨国并购中企业文化冲突入手，结合如意并购日本Renown的案例，找出企业文化冲突的根源。第四部分通过如意集团在收购日本Renown、法国SMCP时所遇到的文化冲突，提出有效的应对策略。提炼出一套适合中国企业在跨国并购中融合企业文化的有效对策。文章最后对这次相关的研究内容、研究方法和研究结果进行了一系列的总结。关键词：企业文化文化冲突跨文化如意集团海外并购PAGE\*MERGEFORMATIAbstractAbstractWiththeintegrationofglobaleconomy,China'sforeigneconomiccooperationisbecomingmoreandmorefrequent.Asoneoftheimportantforcestopromoteglobaleconomicdevelopment,Chineseenterprisesareveryactiveinoutboundinvestmentandmergersandacquisitions,andthefieldsandscaleofmergersandacquisitionsareconstantlyexpanding.Whileenterprisesaregraduallybecominglarge-scale,conflictscausedbyculturaldifferencesbetweendifferentcountriesandregionsmaybecomeobstaclestothesustainabledevelopmentofenterprises.Intheoverseasm&aofmultinationalenterprises,thesuccessrateofm&aispositivelycorrelatedwiththedegreeofcorporatecultureintegration.Therefore,itisacoreissuethatcannotbeignoredthathowtoconductculturalintegration,formaunifiedcorporatecultureandpromotethedevelopmentandgrowthofenterprisesaftermergerandacquisition.StartingfromtheculturaldifferencesbetweenChinaandforeigncountries,thispapertakestheoverseasmergersandacquisitionsofRuyigroupasanexample,studiestheculturalconflictsencounteredbyChineseenterprisesinoverseasmergersandacquisitions,andcomparestheculturaldifferencesbetweenChinaandforeigncountrieswiththeviewpointsandtoolsofsociology,psychologyandmanagement,soastoconcludethesolutionstoculturalconflicts.Thisarticlebeginswiththeintroduction,thispaperputsforwardtheresearchtopicofthisthesisandsignificance,thesecondpartbrieflyfordifferencesbetweendifferentcultures,accordingtotheoverseasmergersandacquisitionsincross-culturalcommunicationandcross-culturalmanagementmode,thethirdpart,fromtheperspectiveofthecorporatecultureconflictsincross-borderm&a,incombinationwithRuyiacquisitionofJapan'sRenowncase,findouttherootoftheenterprisecultureconflict.ThefourthpartproposeseffectivecopingstrategiesthroughtheculturalconflictsencounteredbyRuyigroupintheacquisitionofRenowninJapanandSMCPinFrance.AsetofeffectivecountermeasuressuitableforChineseenterprisestointegratecorporatecultureintransnationalmergersandacquisitionsisextracted.Finally,thispapersummarizesthecontents,methodsandresultsofthisresearch.Keywords:enterpriseculture,culturalconflict,cross-culturalRuyigroup,overseasmergerandacquisitionⅡ第一章绪论目录第一章绪论.....................................................11.1研究意义和目的............................
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