（英语毕业论文）跨文化整合对吉利成功收购沃尔沃的重要性On the Importance of Intercultural Integration in.doc

《（英语毕业论文）跨文化整合对吉利成功收购沃尔沃的重要性On the Importance of Intercultural Integration in.doc》由会员分享，可在线阅读，更多相关《（英语毕业论文）跨文化整合对吉利成功收购沃尔沃的重要性On the Importance of Intercultural Integration in.doc（21页珍藏版）》请在淘文阁 - 分享文档赚钱的网站上搜索。

1、题目: On the Importance of Intercultural Integration in Geelys Successful Acquisition of Volvo 姓名: 专 业: 英语 班级: 10英语A2 学号: 084870824 导师: 毕业论文独创性声明本人所呈交的毕业论文是在导师指导下进行的工作及取得的成果。除文中已经注明引用的内容外，本论文不包含其他个人已经发表或撰写过的研究成果。对本文的研究做出重要贡献的个人和集体，均已在文中作了明确说明并表示谢意。作者签名： 日期： 2015年4月22日 ContentsAbstract11 Introduction12

2、 The Characteristics and Discrepancy of Enterprise Culture of Geely and Volvo22.1 The Enterprise Culture of Geely22.2 The Enterprise Culture of Volvo32.3 The Discrepancy of Enterprise Culture of Geely and Volvo43 Intercultural Integration of Geely and Volvo53.1 The Cultural Conflicts after Geelys Ac

3、quisition of Volvo53.1.1 The Conflict of Management Style53.1.2 The Conflict of the Mode of Thinking63.1.3 The Conflict of Institutional Culture63.2 SolutionsIntercultural integration of Geely and Volvo63.2.1 Respect of the Culture Differences and Strengthening of Communication73.2.2 Strengthening o

4、f the Cross-culture Training to Staff83.3.3 Improvement of the Ability of Cultural Integration of Administrators84 The Benefits of Intercultural Integration94.1 Improvement of Employees Moral94.2 Improvement of Management Level104.3 Enhancement of Enterprise Cohesion104.4 Promotion of Brands Popular

5、ity105 Suggestions for Chinas Enterprises that Interest in Cross-border Mergers115.1 Transforming the Thinking Mode115.2 Making Investigation of Potential Cultural Conflicts125.3 Strengthening Cultural Training Program126 Conclusion13References15中文摘要16On the Importance of Intercultural Integration i

6、n Geelys Successful Acquisition of VolvoAbstract: Under policy background of Bringing in and Going out, cross-border mergers and acquisitions of Chinas enterprises have become the trend of business. Among them, cultural integration issue has become a gap for Chinas private enterprises in cross-borde

7、r mergers and acquisitions. With the help of the classic case of Geelys acquisitions of Volvo, this article has deeply analyzed the cultural differences of both sides, and proposed the specific cultural integration strategy.This article consists of 6 parts. The first chapter is a brief background in

8、troduction of Geelys acquisition of Volvo. The second chapter describes the both cultural characteristics and differences. The third chapter discusses the issues and solutions encountered in the intercultural integration between Geely and Volvo. The fourth chapter analyzes the benefits brought from

9、intercultural integration. The fifth chapter proposes some suggestions for overseas M & A of Chinas enterprises. The sixth chapter concludes the paper.Keywords: Cross-border acquisitions, Cultural conflict, Intercultural integration1 IntroductionAt the guidance of national Go out strategy, a growing

10、 number of private enterprises begin to go abroad and select Outward Foreign Direct Investment (OFDI), whereby the cross-border mergers and acquisitions has become one of the most popular patterns of overseas investment for Chinas private enterprises due to its advantages such as the fast entering a

11、nd occupation of a countrys markets, the effective using of existed resource of the target company and so on. In recent years, the cross-border Merger and Acquisition (M&A) has become an important phenomenon in the global economy, and a vital way for multinational companies to carry out the global s

12、trategy. However, the real success of cross-border mergers and acquisitions depends on the link of post-acquisition integration, rather than the signing of the acquisition agreement. Practice has proved that the failures of most overseas acquisitions are the end caused by careless. What I think is t

13、hat the intercultural integration is one of the most important part in cross-border M&A. A suitable intercultural integration is favorable to avoid the cultural conflicts, increase staff enthusiasm, improve the management mode and enhance their cohesion. As we all know, Geely and Volvo have differen

14、t corporate culture and national culture, but Geelys successful acquisition of Volvo has shown us a good example of intercultural integration, it is worth us to research. This paper begins with the analysis of the cultural conflicts between Geely and Volvo, and then gives some solutions to these pro

15、blems. Finally, it will show some benefits of intercultural integration and give some suggestions to the Chinas enterprises which are interested in cross-border mergers. With the help of the classic case of Geelys acquisitions of Volvo, this article has deeply analyzed the cultural differences of bo

16、th sides, and proposed the specific cultural integration strategy.2 The Characteristics and Discrepancy of Enterprise Culture of Geely and Volvo2.1 The Enterprise Culture of Geely(1) Let the world is full of Geely! - This is the corporate vision of Geely. It has two meanings: First, to expect Geely

17、cars and its advanced technology could be renowned all over the world. The second is to give the meaning of good luck to all of the people, and pray for world peace, progress, and good luck.(2) Create the safest, most environmentally friendly and most energy-efficient car, let Geely cars all over th

18、e world! - This is the corporate mission of Geely. Security is the fundamental guarantee of human life, environmental protection is a basic pray of human life, and energy is a necessary condition of human existence. The ability to manufacture the car that can fully protect life and care for the envi

19、ronment, has become the consensus of the world automotive industry. Geely people are struggling for this mission.(3) Nerve humane management, and militarization efficient implementation is the corporate culture development direction of Geely Group. Which means not only to let the every employee and

20、leader of Geely fully recognize the warmth of Geely, feels the real love of humanity, but also to clearly recognize the rigid and ruthless rule of the game, thus ensuring that every employee consciously abides by the rules, respects for the rules and maintains the seriousness of rules.(4) The corpor

21、ate spirit of Geely includes teamwork spirit, learning spirit, the spirit of seeking truth from facts, indomitable fighting spirit and the spirit of excellence. And because of these spirits, Geely people have created a lot of career achievements and miracles.(5) Geelys core values is Happy life, Gee

22、ly accompanied. Specifically, creating the safest, most environmentally friendly and most energy-efficient car, allowing users to happily use Geely cars, agencies happily sell Geely cars, suppliers happily cooperate with Geely.2.2 The Enterprise Culture of VolvoVolvo regards its corporate culture as

23、 a special form of corporate assets. The main idea is to be able to realize the value of his brand and employees.(1) Core values of brand - quality, safety, and environmental protection. Quality implies to provide customers with reliable products and services. Safety implies the safety on the road a

24、nd in the work environment, improving driver comfort and operating conditions. Environmental protection refers to reducing the environmental impact of products on the environment. The environmental protection plan which Volvo initiative carries over this years has served the society development posi

25、tively and enhanced the competitiveness of the Group and its customers in the meanwhile.(2) Respect for employees. Volvos personal development is an important part of the companys overall development. Volvos investment in staff development could be divided into two parts: First, investment in safety

26、 and health. Second, staff training and investment in education. Volvo has also an important way of training, which is co-education.2.3 The Discrepancy of Enterprise Culture of Geely and Volvo Table 1 summarizes the major corporate cultural differences between Geely and Volvo. And these differences

27、are divided into five projects as Management Style, Culture Strategy, Working Attitude, Organization & Communication and Culture Cognition on Law and Labor-union.Table 1 The discrepancy of enterprise culture of Geely and VolvoProjectGeelyVolvoManagement StyleFollow the management of humane nerve man

28、agement, militarization efficient execution , hierarchical reporting relationshipsAs long history of international brands, humane management is taken, the equal competition is emphasized, and the personal development is advocated.Culture StrategyRegard safety, energy conservation, environmental prot

29、ection as the mission of automobile production, as long at the low end of the young car brand, paying more attention to the needs of the market, focusing on sales of the car.Car sales is never the first goal of Volvo pursues, but manufacturing the worlds safest car has been the core mind of Volvo as

30、 the high-end brand Working AttitudeEmployee works hard, often has to work longer hours, sacrificing personal time to rest, this is the most common problem of Chinas enterprises.In Sweden, the high welfare country, employee works efficiently with emphasis on the combination of a leisurely life.Organ

31、ization & CommunicationEmployees working language is Chinese, which is more tactful way to express, not like too direct.Employee communicates in the language of Swedish and English, which express straightforwardly.Cultural Cognition on Law and Labor-unionUnion power in China is relatively weak, alth

32、ough the Chinese labor relations in the law mainly depends on the contract, the executive power is not enough in the reality. And for specific matters, overtime standardized system has not been formed.Swedens welfare system is the product of the labor movement, and therefore the power of the trade u

33、nions is very powerful. Companies cannot arbitrarily dismiss their staff, the responsibilities relationship between employees and the company subject to contract, and there are strict legal provisions in overtime working.Overall, the minds of pursuit of safety and environmental protection of both co

34、rporations are basically the same, but there are still some differences in the aspects of specific management modes, strategic culture, staff attitude, organizational communication and understanding of the culture of the law and the labor union. These differences will bring some barriers to the cult

35、ural integration of Geely, and the corporate culture itself will be in a process of continuous development. Therefore, it is vitally important for Geely to fully understanding and grasping the differences between two corporate cultures, selecting the scientific and rational modes in cultural integra

36、tion, and adopting a long-term cultural integration strategy. 3 Intercultural Integration of Geely and Volvo3.1 The Cultural Conflicts after Geelys Acquisition of Volvo3.1.1 The Conflict of Management StyleAs an international brand, Volvo implements the humane management which gives top priority to

37、the interests of employees and advocates egalitarian competition on personnel relations. But for Geely Group, which is similar to the majority of Chinese domestic enterprises, human relations are hierarchical, and is accustomed to concentrate the power at the senior manager. The superior manages the

38、 business through the direct intervention to the subordinates while subordinates are more to obey. This gives a certain impact to the smooth working. Chinese employees are accustomed to obey their superiors, while foreign workers taking the initiative and advocating personal development. So there wi

39、ll be a big obstacle in staff management.In view of the age of the staff, the managers hold different management concepts from different cultural background. Chinese culture advocating the respect to older from ancient to now, so Chinas representatives of Geely Group are still subject to the mode of

40、 Arrangement in order of seniority in the employer policy, which respects the older in management, depending on the elderly as a representative of experience, knowledge, authority and ability of all aspects of quality. But Swedish culture is not the same, which shows a great importance to young peop

41、le, and pursuing a meritocracy, capacity-oriented model.3.1.2 The Conflict of the Mode of Thinking The cultural conflict between Geely Group and Volvo is some serious in the performance of thinking pattern. As a member of the nation, the behavior happens unintentionally or intentionally in inevitabi

42、lity in accordance with the national rules of the country, including the legal system, codes of conduct, ethics or the like. Expression patterns of the Chinese employees in the new business after the merger are more tactful with few direct comments, but the Swedes are more straightforward, daring to

43、 express their views and pointing out the dissatisfaction directly. So that Sweden dominates the staff in practical work, and it is difficult to achieve the goal of co-management. 3.1.3 The Conflict of Institutional CultureInstitutional culture refers to a set of rules and regulations in the product

44、ion and operation of enterprises, including the operating system, management system, laws and regulations. Institutional culture is the institutional level of corporate culture, but also a concrete manifestation of spiritual culture. In the process of Geelys mergers and acquisitions of Volvo, the al

45、teration of related regulations are inevitably referred, which result in a difficult acceptance of this change to the companys employees in the short term. So that the negativity or rebellious emotion of employees could be caused during the alternative from the old system to new. Sometimes the situa

46、tions could even lead to conflict. 3.2 SolutionsIntercultural integration of Geely and VolvoGeely Group is a young company founded in 1997, and the corporate culture is still at a relatively primary level. Whereas Volvo founded in 1927 has a longer history and the outstanding and mature corporate cu

47、lture which is highly recognized by its staff. So, now it seems that if Geely forcibly injects its own management, personnel system into Volvo, the intense conflict and dissatisfaction of employees would be inevitably caused, and the integration would be difficult to continue. Now the promotion cult

48、ural integration model is the most suitable type of culture that taken on. 3.2.1 Respect of the Culture Differences and Strengthening of CommunicationFor Geely, it is necessary to fully grasp the national cultural differences and corporate cultural differences through the research and some other ways in the pre-mergers and acquisitions. On the one hand, Gee