【作者】 唐晓英；

【导师】 李精华；

【作者基本信息】 大庆石油学院 ， 马克思主义理论与思想政治教育， 2007， 硕士

【摘要】 随着经济全球化,市场竞争程度日益加剧,企业并购行为愈演愈烈,据调查,在全球范围内,企业并购成功率只有43%,而在那些失败的并购案件中,80%以上直接或间接起因于企业文化整合的失败。因此,企业并购并不是资金与技术的简单联合,而实现从资产到企业文化的整合,企业并购的成功与否在很大程度上取决于在有形资产的优势互补过程中,对企业文化差异与冲突的处理。本文剖析了企业文化冲突的原因,认为造成企业文化冲突的原因有很多,如不同企业文化差异与文化距离、不同民族文化、文化刚性、双方企业员工个体文化的差异、并购企业的强势文化没有形成、企业家的个性及员工素质的不同等。本文在分析上述原因的基础上主要针对我国企业文化整合现状进行了基本分析和判断,指出了当前我国企业并购重组文化整合普遍迟滞与失败的原因,既有客观因素:企业文化的易被忽略性和更替的迟缓性;又有主观因素:认识上的误区和操作上的失当。既然我国并购重组企业文化整合中存在问题,那么增强我国并购重组企业文化整合实效性就显得尤为重要,因此本文在对企业并购重组的文化定位、企业文化整合的原则取向、指导模式等方面阐释的基础上,提出了增强文化整合实效性的现实对策,即强化企业领导者的文化整合意识和能力,选择适当的企业文化整合的可操作模式,实施企业文化系统整合工程,充分利用和发挥管理对于文化的整合功能。更多还原

【Abstract】 With the development of economic globalization and market globalization, the extent of competition of the market is becoming more and more drastic. According to the investigation, over the world, there were only 43% of M&A enterprises succeeded. In these failure cases, there were more than 80% failed direct or indirect because of the failure of culture integration. Therefore, the M&A of enterprises is not the simple combination of capital and technology, but the realization of integration from capital to culture. The M&A enterprises whether success or not mainly depended on how to deal with the difference and conflict of enterprises culture during the superiority of the estate property supplied each other.This paper analyzes the reason of enterprise cultural conflict, including many reason, such as: the diversity and interval of the different enterprise cultural, the discrepancy of different nation culture, culture rigidity and individual culture of the both culture stuffs, no forming the M&A important culture, the difference of the enterpriser personality and stuff diathesis etc. According to these reasons, this paper analyzes and estimates the conformity actuality of Chinese enterprise culture, and points out the sluggish and unsuccessful reason of Chinese enterprise reorganization by M&A and culture conformity, including impersonal factor: enterprise culture is easy to be left in the basket and sluggish in the subrogation, and personal factor: understanding error and improper in the operation. To Chinese enterprise reorganization by M&A and culture conformity, it is important for increasing the actual effect. So this paper explains the culture orientation of enterprise reorganization by M&A, fundamental tropism of enterprise culture conformity and directing mode, and brings forward the countermeasure of increasing the conformity actual effect, including intensifying enterpriser’s culture conformity consciousness and capability, choosing the mode of culture conformity, putting the engineering of enterprise culture system conformity in practice, and making use of the function of culture conformity.更多还原