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论文编号：	10359
作者编号：	2120162818
上传时间：	2018/12/6 10:01:01
中文题目：	中国企业海外并购后的跨文化整合--以中信戴卡并购德国KSM公司为例
英文题目：	Cross Culture Integration in the M&A Company, A Case about KSM GROUP was merged by CITIC Dicastal
指导老师：	古志辉
中文关键字：	战略；并购；跨文化整合；学习型组织
英文关键字：	Strategy;M&A;Cross cultural integration Strategy;Learning organization
中文摘要：	随着全球经济一体化进程的不断加快，特别是在中国经济在“十二五”以来取得了较快的发展。在中国政府“走出去”的战略指引之下，越来越多的中国企业除了在国内利用本土资源开拓市场、发展业务之外，也开始寻求在全球范围内配置资源开拓市场、发展业务。中国企业“走出去”，常用的策略之一则是通过并购来实现来引进产品和技术，除了在本地应用之外，进而扩大到全球市场。但在中国企业实施海外并购时，特别是并购欧洲、美国等发达国家的拥有先进技术和管理经验的企业过程中，往往在购买阶段比较顺利，但在并购后的战略整合阶段则面临了一系列的跨文化冲突的问题，因无法有效解决跨文化整合的问题，最终导致在并购之初设定的战略失败。 随着中国改革开放的发展，我国已经成为全球汽车主要的消费市场，中国汽车的产销量也不断在扩大。2008年金融危机之后，中国汽车行业的国际化发展也不断加速，参与海外并购的步伐也在加快。企业的全球化发展必须进行跨国经营，跨国经营不仅仅是占据全球化的销售市场，更需要进行全球化的生产制造和研发，进行多方位的资源整合，发挥跨国公司的整体优势和抗风险能力。本文将结合中信戴卡并购德国KSM公司的案例进行分析，介绍中信戴卡如何通过并购实施跨文化管理整合战略，成功实现技术引进和产品的多元化，完成跨国经营，提升综合竞争力。首先，本文将提出研究的背景及选题的意义，研究的思路和方法。其次为相关理论综述及回顾，包含了竞争战略理论、跨文化管理理论以及学习型组织理论，同时介绍了一些理论工具，如五力模型，组织价值链分析等。再次从中国企业并购发展与跨文化整合现状分析入手，分析中国企业海外并购的动机以及面临的问题，提出并购企业采取的整合策略。同时结合实际案例介绍中信戴卡并购德国KSM公司的过程、要点以及意义。然后分析中信戴卡并购德国KSM集团所采取的战略及文化整合策略，分析该策略的优势和缺点。最后总结中国企业跨文化并购后的战略管理和整合管理研究结论及对未来的发展进行展望。 本篇论文的实践价值主要体现在以下几个方面。首先通过实际案例分析，分析中信戴卡如何通过海外并购的战略实践以及跨文化整合策略来实现跨国经营和资源整合，进而提升企业的整体竞争力；其次，通过对中信戴卡并购战略实施经验的总结，期望为中国企业海外并购后整合海外资源时如何进行战略管理和文化整合提供经验借鉴，提升中国企业在国际分工中的地位和国际竞争力；最后，希望本文可以能为中国企业在走出去后，在跨文化的背景下，特别是在并购欧美发达国家的企业后，如何制定并有效实施并购战略提供研究思考。
英文摘要：	With the acceleration of economic globalization, especially since the ‘12th Five-Year Plan’, China's economy experienced a rapid growth. Under the guidance of the Chinese government's "going global" strategy, besides exploiting domestic resources, a number of Chinese enterprises are seeking to allocate resources globally to expand market and develop business. One of the well-recognized strategies for Chinese enterprises to "go global" is to import products and technologies through mergers and acquisitions, which can be applied locally and further extended to the global market. In the process of acquisition of overseas enterprises by Chinese enterprises, especially in the process of acquisition of enterprises with advanced technology and management experience in developed countries such as Europe and the United States, although the stage of acquisition is usually smooth, there are a series of cross-cultural conflicts in the stage of strategic integration after M&A. And failing to solve the problem of cross-cultural integration effectively would ultimately lead to the failure of the strategy set at the beginning of M&A. With the development of China’s reform and opening up, China has become the main consumer market of automobiles in the world, and the production and sales of automobiles in China are also expanding. After the 2008 financial crisis, the internationalization of China's automotive industry has been accelerating, along with the accelerating pace of participation in overseas M&A. For business success, the globalization of enterprises must carry out transnational operations. However, it should be pointed out that, transnational operations is not only to occupy the global sales market, but also to carry out global production, manufacturing and R&D, multi-dimensional integration of resources, and give full play to the overall advantages and anti-risk capabilities of transnational corporations. This paper will analyze the case of KSM Group was merged by CITIC Dicastal and introduce how CITIC Dicastal implements the strategy of cross-cultural management integration through M&A; successfully import the technology introduction and product diversification, prosperous completes the transnational operation, and promotes its comprehensive competitiveness. In the first place, this paper will introduce the background and significance of the research, the main thought and method of the study. Secondly，there is a review of relevant theories, including competitive strategy theory, cross-cultural management theory and learning organization theory, and introduces some theoretical tools, such as the five-force model, organizational value chain analysis. In the next place, it starts with the analysis of the current status of Chinese enterprises’ M&A and the integration of transnational culture. At the same time，it analyzes the motivation and problems of Chinese enterprises 'overseas M&A, and puts forward the integration strategy of Chinese enterprises. And then, it analyzes the strategy and cultural integration strategy adopted by CITIC Dicastal in merging KSM Group, and analyzes the advantages and disadvantages of this strategy. At last, it summarizes the research conclusions of strategic management and integration management of Chinese enterprises after cross-cultural M&A, and then puts forward some prospects of the future development. The practical value of this paper is mainly reflected in the following aspects. At first, through the analysis of practical cases, this paper analyzes how CITIC Dicastal achieves transnational operation and resource integration through the strategic practice of overseas M&A and cross-cultural integration strategy, so as to enhance the overall competitiveness of enterprises. Secondly, through the summary of the implementation experience of CITIC Dicastal’s M&A strategy, the author hopes to provide some experience for Chinese enterprises on how to integrate overseas resources after overseas M&A, so as to enhance the position and international competitiveness of Chinese enterprises in the international market. Finally, I hope this paper can provide some research thoughts on how to formulate and effectively implement M&A strategy for Chinese enterprises in the cross-cultural context, especially after the phase of merger and acquisition of enterprises in developed countries in Europe and North America.
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