联系我们

论文查询结果	返回搜索

论文编号：	15741
作者编号：	2320233855
上传时间：	2025/12/9 18:13:21
中文题目：	跨行业并购企业文化融合问题、成因与对策研究
英文题目：	Study on the Problems, Causes and Countermeasures of Corporate Cultural Integration In Cross-Industry Mergers and Acquisitions
指导老师：	王琳琳
中文关键字：	跨行业并购；企业文化融合；文化冲突
英文关键字：	Cross-industry M&A; Corporate Cultural Integration; Cultural Clashes
中文摘要：	随着我国改革开放的不断深入和经济社会的持续发展，国家的工作重心已经从“追求增量”转变为“优化存量”，对企业经营的要求也从追求规模转向追求质量。在此背景下，体量庞大的传统行业企业要实现从规模扩张到结构调优的转变，并购新兴行业企业无疑是一种可供选择的高效方式——传统企业拓展了经营领域，新兴企业获得了充足的资源。但要在跨行业并购中实现“1+1>2”的目标，其难度和挑战更大。鉴于我国跨行业并购行为有逐渐增多的趋势，有必要对跨行业并购后的企业整合协同问题进行更全面和深入的研究。 梳理现有研究，多聚焦于同行业并购或跨国并购，对同一国家市场内跨行业并购的课题较少；且多以战略、公司治理、财务、业务协同等为主要分析视角，企业文化仅作为一个辅助因素被简要提及。由于行业背景对企业文化影响深远，跨行业公司间的企业文化差异要远大于同行业公司，加之企业文化对企业经营的重要性，其对跨行业并购结果的影响就更值得被关注。因此，本研究以金融行业的P公司并购互联网行业的A公司为典型案例对跨行业并购后的企业文化融合问题进行深入分析。 本研究对两家公司所处的行业背景、发展历程、企业文化特点等进行了介绍，并详细复盘了并购交易及企业文化融合的完整过程。随后，本研究基于双方企业文化特点与产生冲突的根源，对P公司并购Ａ公司后企业文化融合情况进行了全面分析，包括全面评估融合效果，梳理融合中暴露出的问题，并对跨行业并购可能会遇到的共性问题进行推导和论证。本研究发现，在跨行业并购后的企业文化融合中，易出现并购方对被并购方的“文化强权”，进而导致被并购方一段时期内的“文化真空”问题，且不能将被并购方在并购完成后短期内的经营业绩情况作为企业文化融合效果评估的依据，而是需要结合长期表现进行综合评估。最后，本文对提升跨行业并购后企业文化融合效果提出了应对策略建议。希望在跨行业并购方兴未艾之时，为相关企业提供有益参考。
英文摘要：	With the deepening of China's reform and opening-up and the sustained development of its economy and society, the national focus has shifted from "pursuing growth" to "optimizing existing stocks," and the requirements for corporate operations have transitioned from scale expansion to quality improvement. Against this backdrop, large traditional enterprises seeking to transform from scale expansion to structural optimization increasingly regard cross-industry mergers and acquisitions (M&A) as an efficient strategy—traditional enterprises expand their business scope, while emerging enterprises gain access to ample resources. However, achieving the goal of "1+1>2" in cross-industry M&A entails greater difficulties and challenges. Given the growing trend of cross-industry M&A activities in China, it is necessary to conduct comprehensive and in-depth research on post-merger integration and synergy, particularly in cross-industry contexts. A review of existing literature reveals that most studies focus on same-industry or cross-border M&A, with limited attention paid to cross-industry M&A within the same national market. At the same time, the primary analytical perspectives include strategy, corporate governance, finance, and operational synergy, while corporate culture is often only briefly mentioned as a supplementary factor. Given that industry context profoundly shapes corporate culture, cultural differences between enterprises from different industries are far more significant than those within the same industry. Moreover, considering the importance of corporate culture to business operations, its impact on cross-industry M&A outcomes deserves greater attention. Therefore, this thesis conducts an in-depth case study of Company P from the financial industry acquiring Company A from the internet industry to explore this issue. This thesis introduces the industry backgrounds, development histories, and corporate culture characteristics of the two companies, and details the complete process of the M&A transaction and subsequent corporate culture integration. Subsequently, based on the characteristics of both companies' cultures and the root causes of conflicts, this thesis provides a comprehensive analysis of the corporate culture integration following P company's acquisition of A company. This includes a thorough assessment of the integration effectiveness, identification of problems exposed during integration, and derivation and discussion of common issues likely encountered in cross-industry M&A. This thesis finds that in post-cross-industry M&A culture integration, "cultural hegemony" of the acquirer over the acquired company is prone to occur, leading to a period of "cultural vacuum" in the acquired company. Furthermore, the short-term operational performance of the acquired company after the M&A completion should not be used as the sole basis for evaluating the effectiveness of cultural integration; instead, a comprehensive assessment combining long-term performance is necessary. Finally, this paper proposes countermeasures and suggestions for enhancing the effectiveness of corporate culture integration after cross-industry M&A. It is hoped that this thesis can provide useful references for relevant enterprises at a time when cross-industry M&A is burgeoning.
查看全文：	预览  下载(下载需要进行登录)