The report aims to achieve three main objectives: the first is to determine the cultural differences between China and UK based on the fundamental theories of culture; the second is to analyze the issues related to functional areas such as Marketing and Human resources with theories of cross-cultural management and the third is to provide solutions and recommendations to managers involved in similar situations.
The scenario provided by the task has been identified by this report as the case of a cross-border M&A companies between UK and China, where the UK Company will be the parental group and China, the target. Cross-border M&A is defined as a project in which a firm from one country buys the entire asset or controls percentage of an enterprise in another country (Zhang & Wang, 2004).
When the cross-border M&A happens, it becomes the main task for the enterprise to combine resources and operations. Main goal of this report is to provide insights for managing cultural differences in order to reduce the costs of a lousy cross-cultural management and eliminate the conflicts caused from cultural differences in multinational enterprise.
TABLE OF CONTENT
1.Introduction
2. Meaning of cultural integration
3. Cultural differences
4. Core Cultural Theories and implications for managers
4.1 Edward T Hall concepts and Hofstede’s dimension of culture theories
4.2 Implication for managers
4.2.1 Uncertainty avoidance and power of distance in Hofstede’s theories
4.2.2 Implication for managers
4.3 Masculinity in the UK and China and implication for managers
5. The challenge of language
5.1 Implications for managers
6. The challenge of Guanxi
7. Solutions to resolve cultural differences between UK and China
7.1 The Cultural Innovation by Integration
8. Limitations of the applied theories
9.Reference
10.Appendix
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