Chapter One Introduction

Section 1.1 Merger and Acquisition: A Fifth Wave Worldwide

Section 1.2 Chinese Companies and the 5th M&A Wave

Section 1.3 Aim of the Study

Section 1.4 The Cultural Issue in International M&As

Section 1.5 Cross-cultural Integration Strategy and Its Influencing Factors

1.5.1 Strategic Leadership Type : An Influencing Factor

1.5.2 Organizational Culture: Another Influencing Factor

Section 1.6 Linkages between Post-M&A Cultures and Post-M&A Company Performance

Section 1.7 Motivations for this Study

1.7.1 The Current Scarcity of Research on China- related M&As

1.7.2 Theoretical Voids between Diversified Cultures and Post-M&A Company Performance in the Existing Literature

1.7.3 A Call from the Acade/ftia and the Business World

Section 1.8 Two Typical M&A Gases and the Proposed Research Questions

Chapter Two Literature Review

Section 2.1 National Culture in Two Classic Models

2.1.1 Hall's High/Low Context Cultures and Related Studies

2.1.2 Hofstede's Theoretical Framework

Section 2.2 Organizational Culture and Its External and Internal Orientations

2.2.1 Extended Studies out of Three Prior Models of Organizational Culture

2.2.2 Organizational Strength and Post-M&A Acculturation Modes

2.2.3 Organizational Adaptability and Information- Related Behaviours

Section 2.3 Cross-cultural Integration Models and Modes

2.3.1 Berry's ( 1983 ) Model of Acculturation

2.3.2 Nahavandi and Malekzadeh's Extended Studies on Acculturation Modes

2.3.3 Distefano and Maznevski's Independent Model of Post-M&A Cultural Practices

Section 2.4 Strategic Leadership Type

Section 2.5 Market Information Communication Behaviour

Section 2.6 Cross-cultural Integration Strategies and Their Impact Pattern upon Communication Behaviours

2.6.1 Communication Behaviours under the Cross-

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