我国商业银行并购后组织整合管理研究

【作者】 王宇；

【导师】 秦建伟；

【作者基本信息】 郑州大学 ， 金融学， 2007， 硕士

【摘要】 世界经济一体化的发展推动了银行国际化、银行混业经营和银行网络化的快速发展，加剧了金融市场竞争和银行并购浪潮推进。我国的银行业并购起步较晚，虽已逐步形成了一个多元化、开放竞争并向现代商业银行转变的基本格局，但随着银行业的彻底对外开放，面对日益激烈的内外银行竞争和挑战，客观上要求我国商业银行并购后进行组织整合管理以有效扩充实力、提高竞争力。这也是笔者研究的目的所在。本文运用并购整合理论及管理思想重点从以下几个方面对银行并购后的组织整合管理进行探讨：首先，从提高银行并购后的竞争力视角来论证银行并购后的组织整合管理是成功并购的关键，针对我国商业银行并购的特殊性，提出我国商业银行并购概念，划分出并购类型，并进一步分析了有利于提高我国银行并购效率的并购整合理论，及银行并购后应选择的相宜的整合模式并对组织整合进行分类。其次，对我国商业银行并购整合管理状况进行探析，从而提出我国商业银行必须根据自身特点进行并购整合，优化资产结构、完善公司治理、开拓市场和业务，并加强并购后组织整合管理，构筑银行核心竞争力并提高国际竞争力，促进我国商业银行体制的逐步完善和健全。最后，为保障并购后组织整合的有效运行，提出了我国商业银行并购后的组织整合管理框架，从并购后的组织整合和组织整合管理两个部分进行分析，组织整合部分重点从组织结构整合和组织管理整合两个方面进行阐述；组织整合管理部分侧重从制度角度来研究。针对我国商业银行的实际情况以及并购后组织整合的特点，提出组织整合项目管理框架，并对其构成要素进行详细阐述，然后通过案例分析说明须在我国商业银行并购后的组织整合中引入专门的组织整合项目管理团队来进行高效的专业化整合管理。本文的研究不仅从理论上构建了一个较为清晰的商业银行并购后组织整合管理框架，而且，在实践上对提升我国并购商业银行的核心竞争力和管理水平及加快公司治理的步伐有一定的指导意义。更多还原

【Abstract】 The development of the global economic integration has rapidly impelled bank internationalization, banking mixed industry operation and bank cyberization, and has intensified competition in the financial market and promoted the tide of bank merger & acquisition. China’s banking merger contrasted with western country is late, at present, has been gradually formed a diverse open competition to transfer into the basic structure of modern commercial bank. But, with the complete opening of banking to the outside, facing increasing drastic inside and outside bank competition and challenges, objective condition requires post-merger China’s commercial banking to carry through organization integration management to expand strength efficiently and improve competitive power. This is just what the author studies.This paper deep explores post-merger organization integration of banking with merger & acquisition theory and management ideology from the following aspects: First, reasoning post-merger organization integration of banking is the key to successful merger and acquisition from a perspective of enhancing competence , and in view of the particularity of M&A of China’s commercial bank, putting forward the concept of M&A of Chinese commercial bank and marking off the type of M&A. and more, analyzing M&A integration theory of banking to heighten the efficiency of M&A of Chinese banking, and the choice of appropriate modes of post-merger integration of banking, and the classification of the organizational integration. Secondly, ascertaining the status of the M&A integration management of China’s commercial bank, and bringing forward that China’s commercial bank will be raised in accordance with its own characteristics for merger integration, optimizing the asset structure, consummating corporate governance and exploiting new market and business. And further, enhancing post-merger organization integration management to build a core competitiveness of banks and improve their international competitive power, and promoting China’s commercial banking system gradual to perfect. Last, to ensure the effective function of the post-merger organization integration, devising the framework of post-merger organization integration of China’s commercial banks from the two analysis of the organization integration and organization integration management after merger. The former part stressing the organization structure integration and organization management integration, the latter emphasizing particularly on the management system. And more important, advancing organization integration project management frame in the light of the actual situation of China’s commercial bank and the trait of post-merger organization integration, at the same time, particularly expounding several factors composed of organization integration efficient management. And then, through the case showing it is very important to introduce expert organization integration project management team to progress efficient specialized integration management in the post-merger organization integration of China’s commercial banks.The study not only forms a quite clear post-merger organization integration management framework in theory, but is provided with guidance to upgrade China’s commercial bank’s core competitiveness and management level and quicken the pace of corporate governance in practice.更多还原