摘要

中国国力的不断强大，使得中国企业也有了在海外市场一展雄风的气魄，自2004年以来，国内企业领军集团如联想、华为、TCL等纷纷加快了自己的国际化步伐，一连串漂亮的并购、一次次从强大的对手中夺取商机，让西方媒体感叹“中国企业从此让我们刮目相看”。加快国际化进程，是中国企业的必然选择，对内可以加速企业自身的成长，对外可以抵御外国强势企业对自己市场的侵占。然而，无论是跨国并购，还是为欧美国家生产产品，对中国企业来说，都存在着文化整合问题。资料表明，全球企业并购中，因文化问题导致失败的占一半。
在联想并购IBM之后，同样存在着文化整合的问题，论文以中美文化的差异为出发点，探讨在并购之后整合过程中所会遇到的困难与机遇，并从文化角度分析联想并购IBM个人电脑事业部的优劣。文章首先对联想与IBM的背景情况进行说明，并简单介绍并购的过程、方式。然后分析中西方存在的文化差异，并探讨这种差异会对并购后的整合产生的困难，以及在这种文化差异下并购后会对企业甚至是消费者的观念带来的改变，这种改变会带给企业诸多的好处：企业文化价值的管理理念的更新，销售渠道的拓展等等。最后从文化角度总结联想并购IBM个人电脑事业部的优劣。
本论文以联想并购IBM个人电脑事业部为载体对跨国并购中的文化整合的具体选择、运用和方式特点做出了系统整理，虽不属于理论性创新，但归纳总结后对于文化整合的探讨也有一定的意义，吸收中外相关学者的有关研究成果，以此从文化角度对联想并购IBM个人电脑事业部做出评价，提出可行性措施，相信本论文对于其他中国企业的跨国并购也能起到一定的借鉴意义。

关键词：跨国并购，企业文化，文化差异，文化整合
 
ABSTRACT

China's increasing national power makes many Chinese enterprises have the courage and confidence to invest in overseas markets. Since 2004, the leading group of domestic enterprises, such as Lenovo, Huawei and TCL, has accelerated their pace of internationalization. Speeding up the process of internationalization is the inevitable choice for Chinese enterprises; domestic enterprises can accelerate their growth, and also can be strong against foreign enterprise on the domestic market. However, there are cultural integration problems for Chinese enterprises whether in cross-border mergers and acquisitions or the production of products for the European and American countries. Data shows that half of global M & A lead to failure because of the cultural issues.
After the Lenovo acquisition of IBM, there also exists a problem of cultural integration. This paper starts from the point of cultural differences to explore the difficulties and opportunities in integration process and analyze the advantages and disadvantages of Lenovo's acquisition of IBM Personal Computing Division. This article first explains the Lenovo and IBM's background, merger process and methods，then analyzes the cultural differences and explores the difficulties after the merger integration. This cultural difference in post-merger will bring the concept of business and consumer's change，this change will bring many benefits to enterprise: the value of the updated corporate culture, the expansion of sales channels, an etc. Finally the article appraises the advantages and disadvantages in Lenovo acquisition of IBM Personal Computing Division from a cultural viewpoint.
This paper uses Lenovo's acquisition of IBM Personal Computing Division as an example to generalize a conclusion about the cross-border M & A cultural integration' choice and application. It does not belong to theoretical innovation, but the summary of cultural integration has some significance. Absorbing from foreign scholars' research results and evaluating the advantages and disadvantages of Lenovo's acquisition of IBM's Personal Computing Division from a cultural viewpoint, we believe that other cross-border mergers and acquisitions of Chinese enterprises can learn some lessons from this paper.

Key words：M & A, enterprise culture，cultural difference, cultural integration