中國企業(yè)跨國并購的文化整合模式研究

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[摘要]：隨著經濟全球化的發(fā)展和世界范圍內并購浪潮的持續(xù)，越來越多的中國企業(yè)選擇“走出去”，通過跨國并購參與到國際貿易合作與競爭中去。本文通過對我國企業(yè)跨國并購現(xiàn)狀的研究得知，首先，近年來，我國企業(yè)跨國并購案例逐年攀升，其并購總額在世界跨國并購總額中舉足輕重；其次，我國企業(yè)跨國并購的目標區(qū)域也發(fā)生了變化，出現(xiàn)了“蛇吞象”跨國并購現(xiàn)象。但并購后的整合是企業(yè)并購成功與否的關鍵一步，而文化整合又是重中之重。由于存在企業(yè)與民族的雙重文化差異，購并后的文化整合變得非常困難，如何有效地處理跨國購并中的文化沖突已成為每個企業(yè)需要思考的問題。因此，通過回顧和整理跨國購并文化整合的相關文獻，本文整理得出了四種傳統(tǒng)的文化整合模式。在傳統(tǒng)模式的基礎上，以及考慮到“蛇吞象”的逆勢文化并購現(xiàn)象，本文基于文化融合的視角，對文化整合模式進行了深入研究，提出了階段性文化融合的策略。同時本文采用案例----聯(lián)想并購IBM PC業(yè)務和明基并購西門子案例的對比分析方法對本文所提出的結論進行驗證。希望本文提出的觀點能夠為中國企業(yè)跨國并購文化整合活動提供有益的參考和借鑒。

[關鍵詞]：跨國并購 文化整合 文化融合 案例分析


Study of cultural integration model of Chinese enterprises’ transnational m&a under the perspective of cultural fusion
[ABSTRACT] With the development of global economy and the worldwide wave of mergers and acquisitions,more and more Chinese enterprises choose ‘going out”and participate in international trade cooperation and competition through the cross-border mergers and acquisitions.Through the study of the present situation of Chinese enterprises transnational m&a,we can know that the number of transnational merger and acquisition cases rises year by year,whose total amount of m&c has an impact on the world.what’s more ,Target area of transnational m&c of Chinese enterprise have also changed.However ,due to the existence of company and national cultural differences, the integration after the merger becomes very difficult. So,how to effectively deal with cross-border mergers and acquisitions in the cultural conflict has become the important thing to think about.Therefore ,on the basis of reviewing cultural integration of the relevant literature of cross-border merger,this paper collated four cultural integration model.And we play more attention on converged cultural integration mode so that we drew the steps of cultural fusion.Meanwhile ,this paper analyzes the relevant positive and negative case to prove the conclusion.

[KEY WORDS] international m&c,cultural integration,cultural fusion , case analysis

目 錄
一、引言 1
二、文獻回顧..............................................................................................1
（一）國外研究文獻 1
（二）國內研究文獻 2
（三）研究述評 2
三、我國企業(yè)跨國并購的現(xiàn)狀 2
（一）跨國并購數(shù)額增加、規(guī)模擴大 2
（二）跨國并購目標區(qū)域轉移 ............................................................................3
四、跨國并購整合成敗的影響因素 4
（一）外部影響因素...............................................................................................5
（二）內部影響因素...............................................................................................5
（三）文化差異是關鍵因素...................................................................................6
五、跨國并購文化整合的模式 6
（一）傳統(tǒng)的文化整合模式 7
（二）文化融合視角下的階段性文化整合模式...................................................8
六、案例分析 8
（一）聯(lián)想并購IBM PC 10
（二）明基并購西門子 15
七、總結........................................................................................................17
參考文獻 18
致謝....................................................................................................................20