中國(guó)企業(yè)跨國(guó)并購(gòu)的文化整合模式研究

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[摘要]：隨著經(jīng)濟(jì)全球化的發(fā)展和世界范圍內(nèi)并購(gòu)浪潮的持續(xù)，越來(lái)越多的中國(guó)企業(yè)選擇“走出去”，通過(guò)跨國(guó)并購(gòu)參與到國(guó)際貿(mào)易合作與競(jìng)爭(zhēng)中去。本文通過(guò)對(duì)我國(guó)企業(yè)跨國(guó)并購(gòu)現(xiàn)狀的研究得知，首先，近年來(lái)，我國(guó)企業(yè)跨國(guó)并購(gòu)案例逐年攀升，其并購(gòu)總額在世界跨國(guó)并購(gòu)總額中舉足輕重；其次，我國(guó)企業(yè)跨國(guó)并購(gòu)的目標(biāo)區(qū)域也發(fā)生了變化，出現(xiàn)了“蛇吞象”跨國(guó)并購(gòu)現(xiàn)象。但并購(gòu)后的整合是企業(yè)并購(gòu)成功與否的關(guān)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(gòu)并后的文化整合變得非常困難，如何有效地處理跨國(guó)購(gòu)并中的文化沖突已成為每個(gè)企業(yè)需要思考的問(wèn)題。因此，通過(guò)回顧和整理跨國(guó)購(gòu)并文化整合的相關(guān)文獻(xiàn)，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(chǔ)上，以及考慮到“蛇吞象”的逆勢(shì)文化并購(gòu)現(xiàn)象，本文基于文化融合的視角，對(duì)文化整合模式進(jìn)行了深入研究，提出了階段性文化融合的策略。同時(shí)本文采用案例----聯(lián)想并購(gòu)IBM PC業(yè)務(wù)和明基并購(gòu)西門子案例的對(duì)比分析方法對(duì)本文所提出的結(jié)論進(jìn)行驗(yàn)證。希望本文提出的觀點(diǎn)能夠?yàn)橹袊?guó)企業(yè)跨國(guó)并購(gòu)文化整合活動(dòng)提供有益的參考和借鑒。

[關(guān)鍵詞]：跨國(guó)并購(gòu) 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(xiàn)回顧..............................................................................................1
（一）國(guó)外研究文獻(xiàn) 1
（二）國(guó)內(nèi)研究文獻(xiàn) 2
（三）研究述評(píng) 2
三、我國(guó)企業(yè)跨國(guó)并購(gòu)的現(xiàn)狀 2
（一）跨國(guó)并購(gòu)數(shù)額增加、規(guī)模擴(kuò)大 2
（二）跨國(guó)并購(gòu)目標(biāo)區(qū)域轉(zhuǎn)移 ............................................................................3
四、跨國(guó)并購(gòu)整合成敗的影響因素 4
（一）外部影響因素...............................................................................................5
（二）內(nèi)部影響因素...............................................................................................5
（三）文化差異是關(guān)鍵因素...................................................................................6
五、跨國(guó)并購(gòu)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(gòu)IBM PC 10
（二）明基并購(gòu)西門子 15
七、總結(jié)........................................................................................................17
參考文獻(xiàn) 18
致謝....................................................................................................................20