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论文编号：	14732
作者编号：	2120226105
上传时间：	2024/6/7 10:32:42
中文题目：	中意公司跨国并购后的跨文化管理策略及其影响 ——基于社会文化整合视角的多案例研究
英文题目：	Cross-Cultural Management Strategies and their Impact in Sino-Italian cross-border M&A: A Multi-Case Study Based on the Perspective of Socio-cultural Integration
指导老师：	任兵
中文关键字：	中意跨国并购；收购后阶段；社会文化整合；跨文化管理策略
英文关键字：	Sino-Italian Cross-border M&A；Post-acquisition stage； Socio-cultural Integration； Cross-cultural Management Strategies
中文摘要：	近几十年来，全球商业和贸易格局发生了巨大变化，外国直接投资（FDI） 急速增长，企业为了拓展市场和融入全球化趋势积极进行全球投资和交易。来 自新兴市场的中国企业则将跨国并购视为进入西方市场并积累知识的战略之一。 研究表明，跨国并购的成功或失败受到人性和文化因素的影响，其中，文化差 异是一项重要挑战。 现有研究主要以霍夫斯泰德开发的文化距离为基础来考虑文化差异，通过 度量文化距离来比较国家之间的文化差异，因此可以被视为国家层面的一种文 化差异的维度。公司文化则是由组织成员共同分享的理念、信仰和行为准则所 构成，而这些观念、信仰和行为准则不仅存在差异而且往往深受所在国家文化 的影响。文化表现出了明显的结构性和嵌套性特征，研究不能局限于单一文化 维度，特别是跨国并购的情境下，其文化差异的复杂性要求企业关注“整合” 的不同方面。有研究者提出了一个社会文化整合的视角，它是母公司和目标公 司在文化、价值观和实践上的认知和调整过程，关键要素包括了信任、对话、 合作、分享与思想交流、共享规范与目标、管理文化变革、冲突解决和合法化 等，旨在确保并购成功。跨国并购过程中，由于大多数的决策是发生在高官层 面的，现有关于跨文化管理策略的一般原则和模型，主要依赖于高层管理的视 角。尽管全球化推动了对国际商务和跨国并购研究的极大兴趣，特别是有关西 方和中国企业之间的并购与整合的研究。然而，只有有限的研究考虑了中意企 业跨国并购的整合过程。比如，在跨国并购的两个主要阶段里，企业在收购前 的阶段设定交易前提，之后双方公司共同努力追求整合计划，而真正的整合发 生在收购后的阶段。企业在收购后的阶段不仅能够展示出收购所带来的影响， 而且还会展示出所进行的整合实施过程。 本研究的核心关注点在于中意跨国并购后文化多样性的管理问题，这涉及 到跨文化管理所扮演的关键角色，需要制定相应战略来应对文化差异。文化差 异源自社会文化整合过程，因此对这些差异进行充分认识显得至关重要。为了 解答第一个问题，深入理解社会文化整合过程是必要的。同时，评估社会文化 整合水平对于确定已取得的成果以及尚待解决的挑战也是至关重要的。通过对 整合水平的评估，本研究旨在更清晰地了解中意文化之间的相互理解程度，以 及组织内部文化同化的程度。此外，这种评估有助于比较不同案例之间的情况。 本研究正是对这一情境和研究范围感兴趣，因此展开研究。具体的研究问题如 下：(1) 中意跨国并购后阶段里，目标公司是否呈现出显著的社会文化整合这一 过程？(2) 目标公司在收购后阶段里的社会文化整合水平如何？(3) 目标公司如何基于社会文化整合的不同水平来管理文化多样性？具体的跨文化管理策略有哪 些？ 本研究认为，在收购后阶段，社会文化整合是一个相关的过程，企业应通 过良好的文化多样性管理来增强中意跨国并购的成功。由此，跨文化管理策略 应当着眼于应对和减弱隐藏在文化更深层次维度中的文化异同。具体来说，研 究侧重于社会文化整合的视角，评估目标公司如何管理文化多样性以及采用了 哪些跨文化管理策略。它将文化维度扩展到不同层面：在国家层面，考虑霍夫 斯泰德的文化维度，以提供中国和意大利之间广泛的、经过验证的文化差异与 研究结果的一般比较。在组织层面，本研究观察目标公司的企业文化，通过文 化网络模型，展示塑造目标公司的规范、权力和组织结构。该模型还能够提供 有关目标公司如何处理文化多样性的管理见解。在个体层面，它考虑目标公司 员工的感知和经验，采用文化智商量表来衡量个人适应文化多样性的能力。 基于此，本研究采用了多案例研究方法，调查了三个中意跨国并购案例， 这三个案例代表了最近被中国企业收购的三家意大利公司。研究聚焦于倍耐力、 Zoomlion Italy 以及 PRIMA 的并购后阶段，以全面理解这三家公司如何管理文化多样性。通过个体层面的问卷调查和半结构化访谈，本研究深入了解了个体在 社会文化整合方面的看法和经验。同时，在企业层面分析了企业文化，并收集 了跨文化管理策略。将这些策略与个体层面的调查结果相结合，使研究能够全 面评估社会文化整合的情况和潜在影响。本研究进一步比较了霍夫斯泰德的国 家维度分数，以发现其与中国和意大利的文化差异之间的一致性或不一致性。 最终，通过详细比较案例间的特征和差异，本研究得出了社会文化整合过程的 有利和不利因素，并提炼出了增强社会文化整合的适合跨文化管理策略。本研 究发现了，在面对文化差异时，一些公司采用了有限或表面的跨文化管理策略， 而个体则依赖其文化智商和跨文化能力来应对文化多样性。通过将个人和企业 层面的跨文化管理策略进行探讨，本研究得以突出最佳实践和潜在陷阱，并制 定了一个指导中意跨国并购中的社会文化整合的理论框架。
英文摘要：	In the last few decades, the global business landscape has witnessed a rapid increase in Foreign Direct Investment (FDI), encompassing various investments and transactions made by companies worldwide to embrace globalization and expand their market presence. Chinese companies from emerging markets view cross-border merger and acquisitions (M&A) as a strategic move to enter Western markets and gain knowledge. Recent studies show that human and cultural factors influence the success or failure of cross-border M&A, with cultural differences posing significant challenges. Existing research primarily considers cultural differences based on Hofstede's cultural distance, which measures cultural differences between countries and can be seen as a national dimension of culture. Organizational culture encompasses the shared values, beliefs, and behavioural norms of the target company, which are often influenced by the national culture of their respective country. Therefore, cultural differences exhibit distinct embedded characteristics, highlighting the need for research to extend beyond a single cultural dimension. During cross-border M&As, the corporate cultures of both companies should be adapted and merged to fit the new organizational structure, which inevitably affects the individuals involved. This paper proposes a socio-cultural integration perspective, which focuses on the process of recognizing and aligning cultural aspects, values, and practices of the parent and target companies. Key elements include trust, dialogue, cooperation, sharing and idea exchange, shared norms and goals, managing cultural change, conflict resolution and legitimization, aimed at ensuring the success of the acquisition. Existing general principles and patterns of cross-cultural management strategies primarily rely on the perspective of top management, given that most decisions during cross-border M&A are made at this level. Although there is significant interest in international business and cross-border M&A research driven by globalization, especially regarding the integration between Western and Chinese companies, limited research has focused on the integration processes of Sino-Italian companies. The exploration is constrained by identifying and understanding integration challenges and cultural dynamics. In the two main stages of cross-border M&A, companies set transaction premises in the initial stage and jointly pursue integration planning, with the actual integration occurring postacquisition. The post-acquisition stage shows the impact and the integration process of the acquisition. This paper investigates how three Sino-Italian cross-border M&A manage cultural diversity, which involves the crucial role of cross-cultural management and necessitates the formulation of corresponding strategies to address cultural differences. Cultural differences stem from the socio-cultural integration process, thus a comprehensive understanding of these differences is essential. To address the first question, a thorough understanding of the socio-cultural integration process is necessary. At the same time, evaluating the level of socio-cultural integration is crucial for determining achievements made and challenges yet to be resolved. By assessing the integration level, this study aims to gain clearer insights into the mutual understanding between Chinese and Italian cultural differences and the degree of cultural assimilation within organizations. Additionally, this assessment aids in comparing different cases. This study addresses this context and research scope, posing three specific questions: (1) Is there a significant socio-cultural integration process in Chinese-Italian cross-border M&A? (2) What is the level of socio-cultural integration in the target company in the post-acquisition stage? (3) How do the target companies manage cultural diversity based on different levels of socio-cultural integration? What specific cross-cultural management strategies are employed? This paper argues that socio-cultural integration is a relevant process in the postacquisition stage because the good management of cultural diversity can enhance the success of Sino-Italian cross-border M&A. Thus, cross-cultural management strategies should address and mitigate cultural differences inherent in a deeper cultural dimension. Specifically, research should focus on the perspective of socio-cultural integration to evaluate how target companies manage cultural diversity and what cross-cultural management strategies they adopt. It considers the key factors influencing socio-cultural integration and expands the cultural dimensions to different levels. At the national level, Hofstede's cultural dimensions is considered as a paradigm to provide a broad, validated comparison of cultural differences between China and Italy. At the organizational level, this research observes the target company's organizational culture, presenting stories, norms, power, and organizational structures that shape the target company. This model can also provide insights into how the target company manages cultural diversity. At the individual level, this research involves the perceptions and experiences of target company employees, employing the cultural intelligence scale to measure the ability of individuals to adapt to cultural diversity. The scale has been appropriately adapted to reflect the key factors of socio-cultural integration and understand the level of sociocultural integration achieved in the target companies. Based on this, this study adopts a multi-case study approach, investigating three Sino-Italian cross-border M&A cases representing three Italian companies recently acquired by Chinese enterprises. This study focuses on the post-acquisition stage of Pirelli, Zoomlion Italy, and PRIMA to comprehensively understand how these three companies manage cultural diversity. At the individual level, questionnaire surveys and semi-structured interviews allowed gaining a deeper understanding of individuals' perception on the socio-cultural integration. At the corporate level, the study encompassed analyzing the target companies’ corporate culture and gathering crosscultural management strategies. By combining these strategies with the results at individual level, this research could comprehensively evaluate the potential impact of sociocultural integration. This study further compared Hofstede's country dimension scores to discover consistency or inconsistency with cultural differences between China and Italy. Finally, through detailed cross-case analysis, this study identified the favorable and unfavorable factors in the socio-cultural integration process, and extracted suitable cross-cultural management strategies to enhance such integration. This study also reveals that when target companies adopt limited or superficial cross-cultural management strategies to address cultural differences, individuals rely on their cultural intelligence or cross-cultural competence to implement personal strategies and manage cultural diversity. By exploring cross-cultural management strategies at both personal and corporate levels, this study was able to highlight best practices and potential pitfalls, and developed a theoretical framework to guide socio-cultural integration in Sino Italian cross-border M&A.
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