【作者】 朱虹；

【导师】 陈菲琼； 王振宇；

【作者基本信息】 浙江大学 ， 国际商务（专业学位）， 2013， 硕士

【摘要】 近年来,众多中国企业积极投身海外并购,但成功的案例屈指可数。在国际上,人们对于跨国并购有一个著名的“七七定律”,即70%的并购没有实现期望的目标和价值,其中70%的并购失败是由于并购后文化整合的失败导致的。可见,研究文化整合对我国企业海外并购有很大的现实意义。国际上对海外并购文化整合问题的研究始于20世纪60年代末,而国内起步相对较晚。中外学者研究海外并购文化问题主要集中在民族文化和组织文化研究,而对商业文化的研究甚少。本文意在补充研究商业文化对整合的影响,并提出不同文化差异情况下最佳的整合策略,具有一定的理论价值。综上,本文从三种文化差异的视角入手,探讨不同文化差异组合可能带来的风险与收益,提出对应的最佳整合策略的匹配；同时选取联想收购IBM、TCL收购阿尔卡特、明基收购西门子、中石化收购Addax四个典型案例,对得到的理论进行验证,并通过横向比较总结出针对中国企业海外并购的建议,做到理论与实践结合,在研究视角和结论上具有一定创新性。本文得出的结论主要有：民族文化差异、商业文化差异和组织文化差异都较小时,文化整合速度与文化整合成功无太大关系,进行文化整合的需要很小；民族文化、商业文化差异较小而组织文化差异较大时,企业应采取慢速的、高程度文化整合；民族文化、商业文化差异较大且组织文化差异较小时,企业应采取快速的、低程度文化整合；民族文化、商业文化差异和组织文化差异都较大时,文化整合速度与文化整合成功无太大关系,文化整合模式选择较为复杂,应根据整合各阶段核心目标具体选择。更多还原

【Abstract】 In recent years, a lot of Chinese enterprises plunged actively into overseas M&A, but there is less success. It is said that70%of the international M&A did not achieve the expected goal and value, and70%of the failures was caused by the unsuccessful cultural integration. As we see, the study is of great practical importance.The study on cultural integration after international merger around the world rose from1960s,but Chinese scholars did this very late. Chinese and overseas scholars mainly focused their studys on national culture and organizational culture, but seldom on business culture. The thesis aims to supplement the study about the effect of business culture on integration, and raises the best integration strategy under diverse cultural differences, which has certain theoretical value.In conclusion, from the perspective of three type of cultural differences, this thesis discusses about the potential risks and benefits arising from cultural differences and brings forward the related best integration strategy; The thesis conducts three cases analyses:Lenovo and IBM,TCL and Alcatel, BenQ and Siemens, Sinopec and Addax, tests the theoretical conclusions above, summarizes the experience and lessons of merger successes or failures, and brings forward constructive suggestions on China enterprises’international merger and acquisition, which combines theory with practice tightly and is of certain creativity in research perspective and conclusions. And we have achieved these conclusions:company needs little to conduct cultural integration and the speed has nothing to do with cultural integration, when the national culture, organization culture and business culture differences are all small; company should choose slow and high level cultural integration, when the national and organization culture differences are small, but business culture difference is great; company should choose fast and low level cultural integration, when the national and organization culture differences are great, but business culture difference is small; company should make decisions according to the key objective of each integration stage and the speed has nothing to do with cultural integration, when the national, organization and business culture difference are all great.更多还原