The Hofstede's culture difference research in the Chinese mergers and acquisitions international company

Abstract

are the key factors to make this transition ofinternationalization successfully. In the cross-border M & A activity, the Chinese enterprises andmanagers are seeking ideas and methods of theunderstanding the cultural differences. Cross-cultural management is not only a science but alsoan art, it is constantly developing in thepractice. For those enterprises who are or will becarr out y cross-border mergers and acquisitions ,they should establish a vision based on theculture, to make full preparation for businessesadapting the dynamic development in the future. My research is based on the Hofstede's fivedimensions to study culture differences in aninternational company-Lenovo. The questionnairesurvey, interviews and documentations were usedfor collecting the data. My researh problem are-is Hofstede's research still true when we studycultural differences in a Chinese internationalorganization? and does the national culture stillinfluence the organizational culture? It showedthat what Hofstede found is not completelysuitable for the present M&A company. the ranks ofmasculinity & femininity dimension, uncertaintyavoidance dimension and Long-term and short-termorientation have changed. The cultural differencesin the company is still existed, national culturedoes influence the organizational culture in somedegrees.