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论文编号：	15695
作者编号：	2320233785
上传时间：	2025/12/9 13:01:33
中文题目：	H公司破产重整与组织变革的协同策略构建研究
英文题目：	Research on the Synergistic Strategy Construction of H Company''s Bankruptcy Restructuring and Organizational Change
指导老师：	孟繁强
中文关键字：	破产重整；组织变革；利益相关者
英文关键字：	Bankruptcy Reorganization; Organizational Change; Stakeholders
中文摘要：	摘要 在复杂的经济环境下，企业面临多重挑战，破产重整不失为困境企业摆脱危机的一种路径。2007年《企业破产法》实施后，破产重整制度不断完善，在盘活资产、拯救企业、维护社会稳定等方面作用显著。H公司作为陷入困境的企业，其破产重整案例具有典型性，对研究同类企业的复兴具有重要现实意义。 本文以H公司破产重整案例为研究对象，综合运用案例研究法与文献研究法，结合破产重整理论、公司治理理论、组织变革理论等，系统剖析其重整全过程以及重整后长期发展困境产生的原因和改进策略，创新性的提出破产重整与组织变革的双向协同策略。首先，梳理H公司的基本情况、陷入困境的原因，分析其破产重整的必要性与可行性；其次，详细阐述其重整过程，包括从破产清算程序转为重整程序、重整计划的制定与执行；再次，评估重整效果，发现短期在财务结构优化、经营压力缓解等方面成效显著，但长期存在股权结构异化、治理机制失灵等问题；最后，根据上述长期发展问题，针对性的提出破产重整与组织变革双向协同策略，通过Lewin三阶段模型（解冻—变革—再冻结），涵盖战略愿景重构、文化塑造、组织结构优化、人力资源激活、治理机制完善等措施，推动破产重整与组织变革的双向嵌入与深度协同，实现企业长足发展。 研究发现，H公司通过破产重整实现了短期“重生”，说明破产重整是困境企业恢复生机的有效路径，但H公司在重整后的长期发展却受到制约。其经验表明，困境企业需兼顾债务化解与价值创造，即破产重整与组织变革协同策略中的二者具有不可或缺性。建议同类企业取其精华、避其教训，树立破产重整与组织变革协同推进的系统性思维，建立长效治理机制，促进企业的长足发展。
英文摘要：	Abstract In a complex economic environment, enterprises are confronted with multiple challenges. Bankruptcy reorganization can be a viable path for distressed enterprises to escape from crises. Since the implementation of the Enterprise Bankruptcy Law in 2007, the bankruptcy reorganization system has been continuously improved and has played a significant role in revitalizing assets, saving enterprises, and maintaining social stability. As a typical case of a distressed enterprise, H Company's bankruptcy reorganization case holds significant practical significance for the study of the revival of similar enterprises. This thesis takes the bankruptcy reorganization case of H Company as the research object and comprehensively uses case study and literature research methods, combined with bankruptcy reorganization theory, corporate governance theory, and organizational change theory, to systematically analyze the entire process of its reorganization and the causes and improvement strategies of the long-term development difficulties after reorganization. Firstly, it sorts out the basic situation of H Company and the reasons for its distress, and analyzes the necessity and feasibility of its bankruptcy reorganization. Secondly, it elaborates in detail on its reorganization process, including the transition from bankruptcy liquidation to reorganization and the formulation and implementation of the reorganization plan. Thirdly, it assesses the reorganization effect, finding that it has achieved remarkable results in the short term in terms of optimizing the financial structure and relieving operational pressure, but there are long-term problems such as the distortion of the equity structure and the failure of the governance mechanism. Finally, based on the above long-term development problems, it proposes targeted organizational change strategies through the Lewin three-stage model (unfreezing - changing - refreezing), covering measures such as reconstructing the strategic vision, shaping the culture, optimizing the organizational structure, activating human resources, and improving the governance mechanism, to promote the bidirectional embedding and deep synergy of bankruptcy reorganization and organizational change, and achieve the long-term development of the enterprise. The research finds that H Company achieved a short-term "rebirth" through bankruptcy reorganization, indicating that bankruptcy reorganization is an effective path for troubled enterprises to regain vitality. However, H Company's long-term development after reorganization has been constrained. Its experience shows that troubled enterprises need to balance debt resolution and value creation, and organizational change during reorganization is indispensable. It is suggested that similar enterprises should learn from its strengths and avoid its mistakes, skillfully use the means of bankruptcy reorganization, pay attention to organizational change strategies, establish a systematic thinking of promoting bankruptcy reorganization and organizational change in a coordinated manner, and establish a long-term governance mechanism to promote the long-term development of the enterprise.
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