| ABSTRACT | 第1-5页 |
| 摘要 | 第5-10页 |
| Introduction: | 第10-12页 |
| Chapter 1:An Overview of M&A development | 第12-33页 |
| ·The Origin of FDI in the form of cross-border M&A | 第12-20页 |
| ·Possibility of FDI outflow by developing countries | 第12-16页 |
| ·China's FDI in post-WTO era and the contributing Factors | 第16-20页 |
| ·Forms of M&As and the Key decision considerations | 第20-33页 |
| ·Type of M&A Transaction | 第20-22页 |
| ·Key decisions in expanding overseas | 第22-29页 |
| ·Outflow M&As and Chinese enterprises | 第29-30页 |
| ·The recent development of Chinese enterprises' M&A | 第30-33页 |
| Chapter 2:Analysis on the characteristics of M&A undertaking in China | 第33-41页 |
| ·Backgrounds | 第33-34页 |
| ·Motivation | 第34-36页 |
| ·Modes | 第36-37页 |
| ·Target countries and areas | 第37-38页 |
| ·Major industries | 第38-41页 |
| Chapter 3:Problems in Implementing M&As | 第41-45页 |
| ·Problems arising from external environment | 第41-43页 |
| ·Policy support, Laws and regulations of cross-border M&A are lack | 第41-42页 |
| ·Financing and foreign exchanges difficulties | 第42页 |
| ·Complex approval procedures | 第42页 |
| ·Lack of foreign investment insurance system | 第42-43页 |
| ·Problems arising form internal environment | 第43-45页 |
| ·Lack of the ability to arrange and integrate the global resources efficiently | 第43页 |
| ·Talents seriously in shortage | 第43-45页 |
| Chapter 4:Case Analysis:Lenovo and TCL | 第45-63页 |
| ·Global Strategies of Chinese Enterprises | 第45-48页 |
| ·Lenovo's M&A with IBM | 第48-57页 |
| ·Globalization-an Inevitable Trend | 第48-49页 |
| ·Evolution of Lenovo's International Strategy | 第49-52页 |
| ·Business Risks to Beware | 第52-54页 |
| ·Bridging the Cultural Gap | 第54-56页 |
| ·Overview | 第56-57页 |
| ·TCL's M&A with Thomason and Alcatel | 第57-63页 |
| ·Brief introduction about TCL | 第57-58页 |
| ·Road of internationalism | 第58-59页 |
| ·TCL is facing Challenges | 第59-60页 |
| ·After passion:TCL's difficulty of integration | 第60-63页 |
| Chapter 5:Possible Solutions to the existing problems | 第63-81页 |
| ·What the government could do | 第63-65页 |
| ·Policy and legislation | 第63-64页 |
| ·FDI Insurance System | 第64-65页 |
| ·What the enterprises could do | 第65-66页 |
| ·Accelerate the speed of cultivating young talents on M&A and management | 第65页 |
| ·Investigation and research on the international M&A market | 第65-66页 |
| ·Cultural Integration | 第66-71页 |
| ·Why cultural integration? | 第66-68页 |
| ·Post M&A Management | 第68-71页 |
| ·Execution | 第71-77页 |
| ·Observe the potential cultural difference and conflict at the early stage | 第71-72页 |
| ·Integration expectation--set up goal for the new company after the M&A | 第72-73页 |
| ·Learn from foreign partners and create entrepreneurial culture similarity | 第73页 |
| ·Cultural reformation through management reformation | 第73-75页 |
| ·Hire outside—invite talents with cultural reformation ability to run the new company | 第75-76页 |
| ·Master the forming mechanism of entrepreneurial culture to accelerate the cultural integration | 第76-77页 |
| ·Trust and Integration | 第77-81页 |
| REFERENCES | 第81-83页 |
| ACKNOWLEDGEMENT | 第83-84页 |
| 东北财经大学研究生学位论文原创性声明 | 第84页 |
| 东北财经大学研究生学位论文使用授权书 | 第84页 |
