急！！！英语强悍的大侠请进

China enterprise culture conflict of transnational m&a

1 national culture differences
According to the geographical environment, the culture of China is China national culture. A sea land transportation, three sides and open, internal cause and external extended relative isolation, culture and psychology are introverted pattern. But European countries are typical ocean countries, people living in the narrower the peninsula or islands, and enjoy the sea at sea, encourage people, thus Marine culture is open and dynamic, cultural psychology more outgoing.
2 system culture differences
From the developed countries of the host country, general managers of perfecting law is in operation and management of environmental laws, usually with a action basis. While the Chinese enterprise management personnel, especially the management of state-owned enterprises, but according to the administrative organization of superior instruction, the articles of association, and instruction, and decision-making basis. Chinese authorities have formed to this approach, but in the enterprise of transnational m&a, enterprise's system of enterprise culture and the host system culture conflict.
3 management ideas and operation mode
In most western thought about business enterprises, mutual benefit and efficiency, market strain. Our enterprise is lack of such thoughts, mutual benefit, while the profitability of each other often less consider. The western market economy, enterprises must be completely, the industry structure, manufacturing-according-to-sale products structure is decided by the market orientation. Our enterprise industry structure is still being planned economy system, not fully reflect the demand of the market, with DingXiao. Western enterprise long-term behavior, and many enterprises in China between short-term behavior is a long-term plan, surface, low efficiency, unrewarding. In the decision-making on Chinese enterprises, the decision made by the collective, often merit and responsibility also belongs to the collective. Western companies used to make decisions, to personal responsibility for final decision. To adapt to this, western companies tend to decision-making decentralization, domestic enterprises tend to the centralization of decision-making.
希望楼主采纳吧~谢谢

Transnational mergers and acquisitions in China, the reasons for cultural conflict
1. Cultural differences in background
According to geographical location, the mainland Chinese culture is culture. Side of the sea on three sides the land transport facilities, but within the boundaries of the open, resulting in a relatively isolated pattern of the outside world, cultural psychology is more introverted. European countries are typical maritime country, people living in the relatively narrow peninsula or the islands, but also enjoy the ocean of it, prompted expansion towards the sea, thus more open marine national culture, dynamic, cultural psychology is more outgoing.
2. System of cultural differences
The management of the host country from developed countries, generally in a relatively perfect legal environment, in business and management, usually the law as the basis for action. The management of Chinese enterprises, especially in the management of state-owned enterprises, but are used according to directions from superior administrative agencies, provisions, work instructions charter basis for decision making. Chinese managers have formed a tacit understanding of this practice, but in cross-border mergers and acquisitions of enterprises, Chinese enterprises with the host system and cultural system of corporate cultural conflict.
3. Business ideas and management methods differ
Most western companies operating ideological emphasis on mutual benefit, efficiency, adaptability to the market thought. Comparison of Chinese enterprises lack the idea of mutual respect, are often less profitable to consider the other side. Western market economy, enterprises must fully to market ability, its industry structure, product structure is determined by the market-oriented. Industry structure of China's enterprises still exist traces of the planned economy did not fully reflect the market demand to produce Ding Xiao. Attention to long-term behavior of Western companies, while many of our businesses more emphasis on short-term and long-term plan is just a superficial thing, low efficiency, with little success.
In the decision-making, the Chinese enterprises by the collective decision-making is often made their contribution and responsibilities belong to the collective. Western companies are accustomed to personal decision-making, decision-making individuals bear the ultimate responsibility. To adapt, Western companies tend to decentralization of decision-making, domestic firms tend to centralize decision-making.

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