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论文编号：	14220
作者编号：	2320213748
上传时间：	2023/12/8 20:09:01
中文题目：	SGRE公司并购后的整合策略研究
英文题目：	A Study on the Integration Strategy of SGRE Company After M&A
指导老师：	任兵
中文关键字：	并购后整合；整合策略；风电行业
英文关键字：	Post-merger integration；Integration strategy；Wind power industry
中文摘要：	在经济全球化的背景下，企业都面临着激烈的竞争和巨大的生存压力。伴随产业结构调整的需求不断加剧，此时企业之间的并购成为了企业跨越式发展的重要方式。无论国内还是国外，近些年的快速发展，各行各业的并购案例繁多，但是由于失败案例不占少数，所以人们更加关注其原因，由此整合问题凸显出来。根据对各种并购失败案例进行统计，并购最终失败的关键因素在于并购后整合存在问题，这一部分的失败率高达53%。 因此，笔者把并购后整合问题的研究作为选题，通过阅读相关理论研究、研究文献、搜集信息等方式，主要针对西门子风电和歌美飒风电并购后新公司的整合问题进行剖析。本文涉及的主要内容包含：第一，说明研究背景和研究意义、总结了研究思路和研究方法，并阐述了研究内容和框架；第二，回顾了企业并购、并购后整合相关理论和概念及国内外相关研究综述和文献述评，并列举了本文研究中所运用的主要分析工具和整合策略相关的理论模型；第三，阐述了公司并购概况、介绍了其并购动因与并购后的现状与问题；第四，运用分析工具对并购后公司的内外部环境逐一分析；第五，对并购后整合策略问题进行分析；第六，最后对于提出的问题一一给予其相关措施和改进建议；最后部分是对论文的总结。 基于以上的内容介绍，本文整体分析总结了三个主要的观点：透过文化维度分析了不同国家文化背景的管理模式以及冲突下员工的行为，说明文化整合的重要性；提出并购后组织整合问题，指出整合时效性与整合前期计划对整合过程的影响；战略实施过程中业务整合问题，基于并购公司的业务分析，应明确并购后新公司目标，了解自身优势定位。通过具体分析可以了解，以文化整合为基础，进而影响了整个整合进程。整合的各个部分不是独立存在的，是相互影响的，也是层层递进的。文化的整合影响了管理层的决策，影响了员工行为，导致业务实施方面的问题，最终不能完成管理层设定的任何战略目标。 本论文围绕“并购后整合”这一主题，希望通过本论文增加对于跨国并购案例的研究，对跨国公司间并购有一定的参考价值和意义，以及对于今后关于并购后整合策略课题方面的研究能起到添砖加瓦的作用。
英文摘要：	With the economic globalization, enterprises are surrounding by fierce competition and survival pressure. At the same time, with the increasing demand for industrial structure adjustment, if the enterprises want to achieve leapfrog development, mergers and acquisitions is an important way. Both domestically and internationally, with the rapid development in recent years, there have been numerous M&A cases in various industries. However, due to the large number of failed cases, people are paying more attention to their reasons, which highlights the integration problem. The main reason for M&A failures is due to problems in post-merger integration, accounting for 53% of all reasons for M&A failures. Therefore, the author takes the study on post-merger integration as the topic, mainly analyzing the integration issues of Siemens Wind Power and Gamesa Wind Power after the merger by reading relevant theoretical research, research literature and collecting information. The main contents of this thesis mainly include, firstly, illustrate the research background and significance, the research ideas and methods are summarized, and the research content and framework are elaborated; secondly, reviewed the theories and concepts related to M&A and post-merger integration, as well as domestic and foreign research reviews and literature reviews, and listed the main analysis tools used in this study and theoretical models related to integration strategy; thirdly, the general situation of M&A of Siemens Wind Power and Gamesa Wind Power are described, and the motivation of the merger and the status quo and problems after the merger are introduced; fourthly, use analytical tools on the external macro environment, external industry environment and internal environment of post-merger company to understand the research object comprehensively and objectively; fifthly, relevant analysis on the integration strategy of Siemens Gamesa after the merger, It includes the problem of cultural integration strategy, the organizational structure integration strategy, the integration strategy of business level; sixthly, relevant measures and improvement suggestions are given for the problems raised; finally, that is the conclusion of this thesis. Based on above content, three main viewpoints were analyzed and summarized: analyzing the management models of different cultural backgrounds in different countries and the behavior of employees under conflicts through cultural dimensions in order to illustrate the importance of culture integration strategy; Propose the issue of organizational structure integration after mergers and acquisitions, and the influence of timeliness of integration and pre-integration plans on the integration process is pointed out; about the problem of business integration in the process of strategic implementation, based on business analysis of mergers and acquisitions companies, it is necessary to clarify the objectives of the new company after the merge and understand its own advantage positioning. As can be seen, cultural integration is the foundation, and then affects the whole integration process. Each part of the integration does not exist independently, but influences each other, and it is also progressive. The integration of culture affects the decision-making of management, affects the behavior of employees, and then lead to the issue of the business implementation, and ultimately fails to achieve any strategic goals set by the management. This thesis focuses on the topic of "integration problems after mergers and acquisitions", and it is hoped that it will increase the research on the number of transnational M&A cases, which will have certain reference value and significance for some multinational companies, and contribute to the future research on post-merger integration strategies.
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