国贸经济管理类毕业论文-论企业跨国并购中文化整合

?CR4WFJ0JA0 ?5z5fkyakcykcc$wooGJkwkw IBM PCVvE ,TCLwR$ox9cckc$oo|?kc$kRwykPc4GJk-?c|oc%wBx1ke:wJaU|6kwepoRYCw#pcwMoeYw IBM PCYC1keJH,+oKKdBL w c ?CR4WFJ0JA1AbstractSpeeding up along with the world economics globalization and the Chinesecomprehensive national increasing and the sound of our country marketenvironmental law, more and more Chinese enterprises go abroad. Thephenomenon of mergers and acquisitions between foreign enterprise and localenterprise have often been taken places .The transnational merger and acquisitionhas become the fundamental mode of the transnational investment for exampleLenovo mergers IBM PC, Shanghai automobile group mergers doubledragon ,TCL mergers Thomson and so on. The culture of conformity is verydifficult between the enterprises, how effectively to overcome these differences,remove the difference between different culture, reference to the home andbroads experience and the lesson are very important. The program that everycorporation must think about deeply is that how to work out the diversity of thedifference in countrys corporate culture, make the enterprise develop endurable. Ithas already became an important key to success that how does the Chineseenterprises seizes the opportunity in the new tide , makes use of the chances todevelop the overseas market and promote the competitive power. At first, thearticle is talked about the definition of the culture of conformity and itssignificance in order to explain how important to the mergers and acquisitionsbetween foreign enterprise. Then it analyses the main difficulties about the cultureof conformity in the case of Lenovo mergers IBM PC in details. At last, it gets thesolution to the difficulties about the culture of conformity depends on the methodswhat Lenovo has done.K Key WordsL Transnational merger and acquisition; Corporation culture;Integration; Lenovo?CR4WFJ0JA2- 1 1JF8# .31.11JF .31.21JF8 .32 1JF8X1JD-C,?y .42.1.1JF87-u6B3,0W9KFPl .42.2.1JF87-FF,#qw-LuFCt$1*6d .42.3. 1JF87-O 6bK5 5$1C1J,W .43 6#D-CF8,L&pX .53.1 ?A1:,2 .53.2 sD/:,2 .53.3 M5$?:,2 .63.4 N,3+:,2 .64 6#D-C1JF87-Fw,Lk1+ .64.1#F1J)6#,FA1J,A .85.4 “2 ”khf-F1JxF,F .85.5 “j ”!.A01*6,M# .969)d .108* BX . 11?CR4WFJ0JA3A1JD-C,F86#C IBM pcjCG-_Ct2j:4u=,BNX)4#4C-pCCG?,+X(_ 20F4 90C$_XF+|4#C06,#%vACjQZ1Jx)!,9$5,B$#F+J8#97-_aCU,0jxJ_Fg0/5jx1J? 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