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RESEARCH OBJECTIVES
研究目标
The main research purpose is to find out key factors for a successful HR integration after Chinese enterprises' cross-border M&A, which can be elaborated into:
研究的主要目的是要找出一个成功的人力资源整合后，中国企业跨境并购，可以加工成的关键因素：
1.To identify the special factors that influence cultural(cultural or human resource, or both??) integration in Chinese outbound M&A firms.
识别的特殊因素影响文化（文化或人力资源，或两者兼而有之？）整合在中国的海外并购公司。
2.To examine the factors affecting the course of action that employees in Chinese acquiring firms choose to follow.
检查行动的过程中，在中国收购公司的员工选择跟随的影响因素。
3.To set up a pertinent human resource integration model for outbound M&A enterprises in China.
成立了一个相关的海外并购中国企业的人力资源整合模型。
4.To evaluate the factors model in Geely's case, give advice on Geely's HR integration. you can consider to add some sub- research objectives under this one:
评估因素模型在吉利的情况下，吉利的人力资源整合上给予意见。 根据这一个，你可以考虑添加一些子研究目标：
RESEARCH QUESTIONS
研究问题
1.Why human resource integration so important for Chinese outbound M&A enterprises? 为什么如此重要的中国海外并购企业人力资源整合？
2.What is the influence of the dual cultural differences in Chinese outbound M&A enterprises? 在中国的海外并购企业的双重文化差异的影响是什么？
3.What are the reactions of employees (from which side? Or both sides?) after Chinese enterprises takeover a foreign company? 是中国企业收购外国公司后，员工的反应（从哪个方面？或两侧）？
4.What challenge of culture is Geely facing after the acquisition? 什么文化的挑战，是吉利收购后面临的？
5.What's Geely's employees' concern and action now? ( why are Geely’s employees’ concern and action important? Are their concern and action more important than foreign employees’ concern and action? 什么吉利的员工的关注，现在就行动起来吗？ （为什么是吉利的员工的关注和行动的重要？他们的关注和行动，更重要的外籍员工的关注和行动吗？
6.What should Geely's managers do to avoid failure according to the model set up in this research? 根据本研究建立的模型，吉利的经理应该如何做避免失败？
METHODOLOGY
方法论
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To explore the human resource integration process in Chinese outbound M&A, this research will mainly utilise qualitative data from the company’s performance related to the factors model set up from the sceondry data. The analysis of the data of Geely will show us (who is this “us”?) the evidence for that human resource integration does matter in Chinese outbound M&A, and the factors model will help the company to overcome cultural conflict and reconstruct the psychological contract between corporation and employees.
探讨中国海外并购的人力资源整合过程中，这项研究将主要利用定性数据，从公司的业绩相关的因素模型的建立从sceondry数据。吉利的数据分析显示，（谁是这个“我们”？），人力资源整合的证据确实无论在中国对外兼并和收购，和因素模型将帮助该公司以克服文化冲突和重建心理契约公司和员工之间。
In order to assess the usefulness of the factors model in the process of human resource integration in Chinese outbound merger and acquisition, pertinent data (???) has to be collected. This research will use the qualitative methods to do a case study on Geely, who has just acquired Volvo in March, to find out how the factors mentioned in the model influenced the acquiring company and give out advice accordingly. A case study is a way to establish valid and reliable evidence for the research (Mark Saunders, Philip Lewis, Adrian Thornhill, 008). However, the results of case study will have limitations. The study is limited to only one company to test the integration factors model. And the model is based on secondary data (available case studies from literature). It is hard to conduct more case study due to the time limitation and no new acquisitions takeing place recently (really? Do you mean no more M & A undertaking by Chinese enterprises? or by Geely?). And for Geely, not all the figures are prepared as an Internet web sources. Some data is hard to find. So this methodology of case study should be combined with other approaches—questionnaire surveys and interviews to make more analysis in this research.
为了评估中国对外兼并和收购过程中的人力资源整合的因素模型的实用性，要收集相关数据（？）。本研究将使用定性方法，吉利刚刚收购沃尔沃3月，找出如何在模型中提到的因素影响收购公司，并给出了相应的建议做了个案研究。案例研究是一种方法，建立有效和可靠的证据的研究（阿德里安•菲利普•刘易斯，马克•桑德斯，特霍西尔，008）。然而，个案研究的结果将有局限性。只有一家公司的研究仅限于测试整合因素模型。该模型是基于对二级数据（可用的情况下，从文学研究）。你的意思是没有更多的并购中国企业的承诺，这是很难进行更多的案例研究，由于时间限制，没有新的收购将士最近的地方（真的吗？？或由吉利？）。吉利，而不是所有的数字都准备作为互联网的来源。有些数据是很难找到。因此，这个案例研究的方法，应结合其他方法进行问卷调查和访谈，使更多的分析研究。
Questionnaires and semi-structured interview will be applied to the managers and employees of Geely China for the collection of the primary data. The questionnaire is a common management consulting way to obtain information. Researcher will design a questionnaire to enable them to properly and efficiently meet the multiple objectives in this research. According to Mark Saunders, Philip Lewis and Adrian Thornhill (2008), questionnaire can be divided into face-to-face surveys, email surveys and telephone surveys. Face to face survey is the method for personal door surveys with the pre-designed questionnaire, followed by sequential questions for the answers. Mail surveys use the questionnaires that will be mailed to respondents by the designers (???). This survey 's weakness is the low recovery rate of the questionnaire. Telephone survey is a method of investigation designed in accordance with pre-questionnaire respondents by telephone inquiry or comments. The advantage is to obtain information quickly, saving time and higher response rate. The shortcoming is that the time can not be too long. So in this research it will mainly apply with the questionnaires method through the way of email surveys and face-to-face surveys because of the time limitation. so who are the target respondents to
In semi-structured interview, the researcher will list the themes and questions come from the case study. The nature of the questions and the ensuing discussion mean that data will be recorded by audio-recording the conversation or perhaps note taking(Mark Saunders, Philip Lewis, Adrian Thornhill,2008). The researcher plan to directly ask oral questions to the respondents to learn more about the actual situation in Geely, also can use certain tools (such as interviewing tables) or auxiliary tools (such as tape recorders, networking, e-mail). This approach has the following advantages: cover the questions that cannot be gained with the questionnaire survey method; it can provide a deeper exploration opportunity; the topic can be more open; the data can be more personalization. A possible weakness of the approach is that executives and project managers would try to ex-post rationalize their actions or give more importance to the human resource integration than was actually given in the process. Any other limitations?
在半结构式访谈，研究人员将列出从案例研究的主题和问题。问题的性质和随后进行的讨论中，意味着数据将被记录音频录制的谈话或者记笔记（阿德里安•菲利普•刘易斯，马克•桑德斯，特霍西尔，2008）的。研究员计划，直接问受访者的口头质询，以了解更多关于吉利的实际情况，也可以使用某些工具（如面试表）或辅助工具（如录音机，网络，电子邮件）。这种方法具有以下优点：覆盖的问题，不能与问卷调查法获得，它可以提供一个更深层次的探索机会，可以更开放的话题，可以对数据进行更多的个性化。该方法的一个可能的弱点是行政人员和项目经理会尝试事后合理化自己的行为，或者给予更多的比实际上在这个过程中的人力资源整合的重要性。 任何其他限制？
RESEARCH LIMITATIONS
研究限制
1.The literature remains sparse and case studies limited in number really? There should be plenty of LR & cases….
文献仍然寥寥无几并且案例研究限于指数？ 真的吗？ LR＆的案例应该有很多.
2.In depth investigation into the key factors for the success of human resources integration in Chinese outbound merger and acquisition is required in order to test the factors model's usefulness and revise the model. So what kinds of methodological problems would you expect to concur and more importantly, how are you going to deal with them?#p#分页标题#e#
为了测试因素模型的实用性和修改模型2。深入调查，中国对外兼并和收购中的人力资源整合成功的关键因素是必需的。 所以同意，更重要的是，你会期待什么样的方法论问题，你打算怎么对付他们？
3.Because the time is limited to September, so Geely's case is still subject to further verification
因为月的时间是有限的，所以吉利的情况下，仍是有待进一步核实。.
You didn’t really clarify what research limitations would you concur during your research, which make your research proposal sound unfinished…However, you need to consider about the respondents to your questionnaire- who are the most appropriate candidates that can offer you the data required? 你并没有真正澄清什么研究的局限性，你会同意在您的研究，使研究提案的声音未完......然而，你需要考虑的受访者的问卷调查，谁是最合适的人选，可以为您提供所需的数据？
Mark: 50
REFERENCE
参阅
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8. David M. Schweiger and Angelo S. DeNisi, 1991. Communication with Employees following a Merger: A Longitudinal Field Experiment. The Academy of Management Journal, Vol. 34, No. 1 (Mar., 1991), pp. 110-135.
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10. Thomas L. Legare, 1998. The Human Side of Mergers and Acquisitions: Understanding and Managing Human Resource Integration Issues. Human Resource Planning, Vol. 21.
11. Mark Saunders, Philip Lewis, Adrian Thornhill, 2008. Research methods for business students. Fifth edition,pp. 320 - 343.
12. Davy J, Kinicki A, Kilroy J, Scheck C, 1988. After the Merger: Dealing With People's Uncertainty. Training & Development Journal [serial online].Available from: Academic Source Premier, Ipswich, MA.
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