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MBA毕业论文_跨国并购后A公司企业文化整合研究DOC

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跨国并购后 A 公司企业文化整合研究 改革开放后,中国跨国并购从无到有,从小到大,参与并购的中国企业越来越多, 但是由于国家之间的文化,环境,历史,政治的不同,导致很多企业并购并不成功。 随着国际化的需求越来越大,跨国并购也越来越大,我们国家的高校、研究机构和企 业目前还缺乏对跨国并购的理论和实际的研究,人才也比较匮乏。中国企业要想成功 并购跨国公司,光有钱还不够,还需要了解国外企业的政治,历史,环境,文化等特 点。再次,由于中国企业跨国并购起步晚、经验不足,在跨国并购中,中国企业跨国 并购整合失败率较高,究其根本原因,企业文化整合失败是其根本。中国企业跨国并 购的历史比较短,一直以来,中国公司进行跨国并购的文化整合中,理论基础研究比 较薄弱。中国的公司在跨国并购的企业文化整合中的理论研究,大部分参考欧美企业 的并购,目前还停留在理论上,中国企业跨国并购整合的理论和实际的研究比较缺乏 符合中国企业实际情况的好的方案。 此论文主要针对中国企业跨国并购美国企业后,如何整合美国公司,让其符合中 国企业的战略。为达目的,企业文化整合是否成功关乎企业收购是否成功。本论文主 要对 跨国并购后 A 公司企业文化整合进行研究,写作的思路首先是企业并购相关理论 的概述,企业并购的内容及意义 来叙述。其次是企业文化整合理论的分析,企业文化 整合的模式,然后切入本论文的主题 跨国并购后 A 公司企业文化冲突的现状及问题分 析,首先介绍了跨国并购项目是什么样的并购,在跨国并购后 A 公司企业文化冲突的 表现,在这些冲突的后面是什么原因导致的做出分析。分析包括跨国并购后 A 公司企 业文化整合的环境分析,内容包括母公司企业文化分析,母公司跨国并购失败的案例 分析,并购 A 公司并购前企业文化分析,并购后 A 公司的战略分析,从以上分析得出 跨 国并购后 A 公司企业文化整合模式的选择,模式选择确定后,就要进行 A 公司企业文 化再造方案的设计,在设计过程中包括 精神文化层设计,制度文化层设计及物质文化 层设计的研究,最后在增加 A 公司企业文化整合的实施保障对策。本论文对于中国企 业跨国并购的企业文化整合的研究,希望对其它有跨国并购需求的中国企业作些参考。 关键词: 跨国并购,企业文化,文化整合III Abstract Research on Corporate Culture Integration ofACompany after Cross-border M &A After the reform and opening up, more and more Chinese enterprises have participated in cross-border mergers and acquisitions from scratch, from small to large. However, due to the differences in culture, environment, history and politics among countries, many enterprises have not succeeded in mergers and acquisitions. Even failure, failed to protect the interests of the country and enterprises, it is a pity. There is a growing demand for our participation in cross-border M & A, but efficiency, research institutions and enterprises lack of relevant research on cross-border M & A, and lack of relevant personnel. It is not enough for Chinese enterprises to acquire multinational corporations successfully. They also need to understand the political, historical, environmental and cultural characteristics of foreign enterprises. Thirdly, due to the late start and lack of experience, the failure rate of cross-border M & A integration of Chinese enterprises is high. The root cause is the failure of corporate culture integration. The history of cross-border M & A of Chinese enterprises is relatively short. At the same time, the theoretical study of Chinese companies in the cultural integration of cross-border mergers and acquisitions is generally a copy of the cultural integration theory of transnational mergers and acquisitions of western enterprises. The theoretical research on the cultural integration of transnational mergers and acquisitions of Chinese enterprises may be attributed to the lack of a plan that conforms to the actual situation of Chinese enterprises. This paper mainly focuses on how to integrate American companies and make them conform to the strategy of Chinese enterprises. In order to achieve the goal, the success of corporate culture integration is related to the success of corporate acquisition. This paper mainly studies the corporate culture integration of company A after cross-border M & A. The main idea of this paper is the summary of the related theories of M & A, the content and significance of M & A. Secondly, it analyzes the theory of corporate culture integration, the mode of corporate culture integration, and then analyzes the current situation and problems of corporate culture conflict after multinational M & A in this paper. First of all, it introduces what kind of M & A project is, the performance of corporate culture conflict after cross-border M & A, and the reasons behind these conflicts. The analysis includes the environmental analysis of corporate culture integration of companyIV A after cross-border M & A, including the analysis of corporate culture of parent company, the case study of the failure of parent company undefineds cross-border merger and acquisition, and the analysis of corporate culture before M & A. The strategic analysis of company A after M & A, from the above analysis, draws the choice of corporate culture integration mode of company A after transnational merger and acquisition, and after the mode selection is determined, it is necessary to design the plan of corporate culture reengineering for company A. In the process of design, it includes the design of spiritual culture layer, the design of system culture layer and the design of material culture layer. Finally, the measures to ensure the integration of corporate culture in company A are added. This paper is intended to be a reference for the society and other transnational M & A enterprises in the study of corporate culture integration in cross-border mergers and acquisitions (M & A). Keywords: Transnational M & A, Corporate culture, Cultural integrationV 目 录 第 1 章 绪论......................................................................................................1 1.1 研究的背景..............................................................................................1 1.2 研究的意义..............................................................................................2 1.3 研究的内容..............................................................................................3 1.4 研究的方法..............................................................................................3 第 2 章 相关文献综述......................................................................................5 2.1 跨国并购相关理论综述..........................................................................5 2.1.1 跨国并购的内涵................................................................................5 2.1.2 跨国并购的动因及类型....................................................................5 2.1.3 跨国并购的风险................................................................................6 2.2 企业文化理论综述..................................................................................7 2.2.1 企业文化的内涵................................................................................7 2.2.2 企业文化的内容及层次....................................................................8 2.2.3 企业文化的建设................................................................................9 2.3 企业文化整合理论综述........................................................................10 2.3.1 企业文化整合的内容......................................................................10 2.3.2 企业文化整合的原则......................................................................11 2.3.3 企业文化整合的类型......................................................................12 第 3 章 跨国并购后 A 公司企业文化冲突的表现及原因分析 ..................14 3.1 跨国并购项目简介................................................................................14 3.1.1 跨国并购主体基本情况简介..........................................................14 3.1.2 跨国并购项目的背景简介..............................................................14 3.1.3 跨国并购项目的实施简介..............................................................15VI 3.2 跨国并购后 A 公司企业文化冲突的表现 ..........................................16 3.2.1 精神文化层面的冲突 .....................................................................16 3.2.2 制度文化层面的冲突 .....................................................................17 3.2.3 物质文化层面的冲突 .....................................................................18 3.3 跨国并购后 A 公司企业文化冲突的原因分析 ..................................18 3.3.1 中外企业文化的根本差异 .............................................................18 3.3.2 企业文化形成背景的差异 .............................................................20 3.3.3 员工对并购的抵触心理 .................................................................21 第 4 章 跨国并购后 A 公司企业文化整合的环境分析 ..............................22 4.1 跨国并购后 A 公司的战略选择...........................................................22 4.1.1 跨国并购后 A 公司的 SWOT 分析...............................................22 4.1.2 跨国并购后 A 公司的战略选择 ....................................................23 4.2 跨国并购后 A 公司的组织环境分析 ..................................................24 4.3 跨国并购后A公司员工意愿调查及结果分析...................................25 4.3.1 调查过程..........................................................................................25 4.3.2 调查结果分析..................................................................................26 第 5 章 跨国并购后 A 公司企业文化整合方案设计 ..................................27 5.1 母公司其他并购案例中企业文化整合的经验总结...........................27 5.1.1 注入式整合模式的案例分析 .........................................................27 5.1.2 分隔式整合模式的案例分析 .........................................................27 5.1.3 渗透式整合模式的案例分析 .........................................................27 5.2 跨国并购后 A 公司企业文化整合模式选择 ......................................28 5.2.1 跨国并购后 A 公司企业文化整合模式的对比 ............................28 5.2.2 跨国并购后 A 公司企业文化整合模式的选择 ............................28 5.3 跨国并购后 A 公司企业文化整合方案的设计 ..................................30VII 5.3.1 精神文化层的整合方案设计..........................................................30 5.3.2 制度文化层的整合方案设计..........................................................31 5.3.3 物质文化层的整合方案设计..........................................................33 第 6 章 跨国并购后 A 公司企业文化整合的实施保障对策 ......................34 6.1 强化企业文化整合的领导力................................................................34 6.2 建立企业文化整合专门机构................................................................34 6.3 明确企业文化整合的进度计划............................................................35 6.4 加强跨文化沟通培训............................................................................35