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论文编号：	10346
作者编号：	2120163079
上传时间：	2018/12/6 8:43:03
中文题目：	C集团并购的企业文化整合研究
英文题目：	The Study on Cultural Integration of C Company’s M&As
指导老师：	吕峰
中文关键字：	国企；企业文化；并购；文化冲突；文化整合
英文关键字：	SOEs; organizational culture; M&A; cultural clash；cultural integration;
中文摘要：	习近平总书记在2016年全国国有企业改革座谈会上作出重要指示强调，国有企业是壮大国家综合实力、保障人民共同利益的重要力量，必须理直气壮做强做优做大，不断增强活力、影响力、抗风险能力，实现国有资产保值增值。在我国国有企业的改革进程中，国企并购重组是实现全面优化国有资产配置的重要手段，并购重组可以实现企业协同效应，进而提高国有资产的运营效率以及加强对国民经济的主导作用，同时，在积极改革开放和“一带一路”战略指导下，提升国有企业在国际经济舞台上的竞争力。然而我国国有企业在并购过程中并非一帆风顺——不同区域，不同行业，不同所有制所带来的的文化差异导致了国企并购中产生各种各样的阻碍，最终导致并购重组的全面失败，造成国有资产流失或贬值。国有企业对其他企业的并购不是简单的组织结构、员工及财务数据的合并，更重要的是企业文化的有机融合。但是目前在国有企业的并购中，文化建设存在很多风险和问题，例如并购过程中对被并购企业的文化可塑性评估较少，对并购交易完成后的文化整合不够重视、缺乏制度性建设和思考、模式过于简单化和形式化、文化风险未被有效识别、文化建设形式浮于表面。上面一系列问题的解决，需要企业管理和学术界共同研究探讨。 本论文研究思路是从企业并购的发展和实际情况中探讨文化整合在其中的重要意义，并结合企业文化的经典研究理论、最新的研究成果以及C集团在并购后企业文化整合中的实践几个层面展开探讨。首先，论文论述了我国国有企业在我国经济中占据的重要地位，以及对世界经济的积极影响；第二，对企业并购的发展历程和并购在国有企业的发展中扮演的重要角色进行了分析，同时广泛系统的研读、分析并梳理了国内外企业文化研究学者在企业文化研究中的相关成果；第三，分析了C集团所在行业的现状和特点，C集团的概况和发展历程，指出了并购和并购中企业文化整合对于C集团在当下的市场环境中的经营管理的必要性和重要性。继而系统展现了C集团在并购中所遭遇的文化整合问题和对这些问题的解决思路和实践操作，也对过程中可能遇到的风险加以提示。最后，根据C集团实际的企业文化整合实践，阐述了组织保障机制和评价维度的制定原则，力求将企业文化整合工作形成闭环。 本文的主要创新点体现在三个方面：（1）将现有的认可度较高的企业文化理论和国内知名央企的实践进行结合分析，体现出理论的实际应用场景（2）基于C集团对被并购企业的管理实践映射国企重组中文化冲突整合的全流程进，同时还揭示了重要的风险点（3）论文查阅并展示了最新的国内外文献，认可度较高的咨询机构和政府机构的研究报告与白皮书，将这些数据和实例运用到实证研究部分，实现理论研究、案例研究和C集团实践的相互验证。
英文摘要：	China’s president Xi Jinping made important instructions at the 2016 National Conference on State-Owned Enterprise Reform, emphasizing that state-owned enterprises are an important force for strengthening the country's comprehensive strength and safeguarding the common interests of the people. We must be confident and strong willing to enhance vitality, influence and anti-risk ability continuously to maintain and increase the value of state-owned assets. In the reform process of state-owned enterprises in China, the mergers and acquisitions of state-owned enterprises is an important means to achieve the overall optimization of the allocation of state-owned assets. M&A and reorganization can achieve the synergy effect of enterprises, thereby improving the operational efficiency of state-owned assets and strengthening the leading role of the national economy. Under the guidance of the positive reform and opening up and the “Belt and Road” strategy, we will enhance the competitiveness of state-owned enterprises in the international economic arena. However, China's state-owned enterprises are not always smooth in the process of mergers and acquisitions - the cultural differences brought about by different regions, different industries and different ownership systems have led to various obstacles in the mergers and acquisitions of state-owned enterprises, which ultimately led to the overall failure of mergers and acquisitions, resulting in state-owned loss or depreciation of assets. The merger of state-owned enterprises with other enterprises is not a simple organizational structure, the merger of employees and financial data, but more importantly, the systematic integration of corporate culture. However, in the current SOE's mergers and acquisitions, there are many risks and problems in cultural construction. For example, the process of M&A has less evaluation of the cultural plasticity of the acquired enterprises, and has not paid enough attention to the cultural integration after the completion of the M&A transaction, lacking institutional construction and thinking., the model is too simplistic and formalized, cultural risks are not effectively identified, and cultural construction forms are superficial. The solution of the above series of problems requires joint research and discussion by business management and academia. The research idea of this thesis is to explore the significance of cultural integration in the development and actual situation of enterprise mergers and acquisitions, and combine the classic research theories of corporate culture, the latest research results and the practice of C Group in the integration of corporate culture after mergers and acquisitions. Explore the level. First of all, the paper discusses the important position of China's state-owned enterprises in China's economy and its positive impact on the world economy. Secondly, it analyzes the development process of M&A and the important role played by M&A in the development of state-owned enterprises. At the same time, extensively systematically studied, analyzed and combed the relevant achievements of domestic and foreign corporate culture research scholars in corporate culture research. Thirdly, it analyzed the status quo and characteristics of C Group's industry, C Group's general situation and development history, pointed out the mergers and acquisitions. Integration with corporate culture in mergers and acquisitions is necessary and important for the management of C Group in the current market environment. Then the system shows the cultural integration problems encountered by C Group in the merger and acquisition, and the solutions and practical operations of these problems, and also hints at the risks that may be encountered in the process. Finally, according to the actual corporate culture integration practice of C Group, the principles of organizational security mechanism and evaluation dimension are expounded, and the corporate culture integration work is formed into a closed loop.
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