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论文编号：	2508
作者编号：	2220080823
上传时间：	2010/6/11 9:37:01
中文题目：	国有企业并购重组中的文化整合研究——以中国海外集团为例
英文题目：	Research on State-owned Enterprise Cultrue Integration in Mergers & Acquisitions: A Case Study on China Overseas Holdings Limited.
指导老师：	齐善鸿
中文关键字：	关键词：并购重组 企业文化 文化整合 中国海外集团
英文关键字：	Keywords: Mergers & Aequisitions Enterprise Culture Culture Integration
中文摘要：	20世纪以来，全球已经历过五次企业并购浪潮，企业并购的数量越来越多，规模越来越大，受到众多企业家和学者的关注。成功的并购极大地推动了企业，甚至世界经济的发展，但失败的并购也留下了很多惨痛的教训。如何认识并购的风险，提高并购的成功率一直是企业界和学界共同关心的课题。 当前，中国企业国际竞争力和企业实力不断增强，国际化进程日益加快，产业结构调整升级的要求十分紧迫。在这个过程中，很多企业选择了并购的方式来进行国际化、产业调整和升级，但从结果上看，并购的整体绩效并不乐观，对适用于中国实际的并购理论的需求更加迫切。 作者根据自己在中国海外集团从事并购工作的实践，在对企业并购理论进行系统分析后，认为在决定并购成败的关键因素中，文化整合能否成功是最重要的因素。在此基础上，根据中海集团三种适用于中国国有企业特点的企业并购整合模式，构建了企业文化整合模型和多元文化整合的协同管理模型，并用案例对模型进行了验证。最后提出通过注重文化梳理、打造精英管理团队、注重协同管理效应等三种方式可以进行有效的文化整合的结论，以期为我国并购企业的文化整合实践提供参考和借鉴。 本文首先介绍了论文研究的目的与意义、研究思路、主要内容与创新点，对前人企业文化整合的研究成果进行总结和梳理。然后分析了影响企业文化整合模式选择的因素，构建了中国国有企业整合模型。其次结合香港中国海外集团多元化投资三种文化整合模式，构建了新的企业多元文化协同管理模型。最后通过对中海集团并购沈阳皇姑热电项目企业文化整合案例的研究，提出了并购企业文化整合的策略与建议。 本文的创新主要体现在四个方面：（1）从新的视角重新阐释了企业文化整合的概念；（2）构建了企业文化整合模型；（3）提出了企业文化整合选择模型和中海并购企业多元文化整合的协同管理模型。（4）提出了我国并购企业文化整合的策略和建议。
英文摘要：	Since the 20th century, the world has experienced five waves of mergers and acquisitions, increasing the number and scale of mergers and acquisitions, causing the attention of many entrepreneurs and scholars. It greatly promoted the success of the enterprise, and even the world economy, but the failure of mergers and acquisitions have left many painful lessons. How to understand the risks of mergers and acquisitions, improve the success rate of mergers and acquisitions, is the subject of common concern in business and academia. At present, the international competitiveness and strength of Chinese enterprises is increasing, and accelerating the process of internationalization, the requirements to upgrade the industrial structure adjustment is urgent. In the process, many companies choose M & A approaches to international and industrial restructuring and upgrading, but the results point of view, the overall performance of M & A is not optimistic. Applicable to China's actual demand for M & A theory is more urgent. According to the work experience engaged in China Overseas Holdings Limited, the author analysis M & A theory of system, think that the success of cultural integration is the most important factor. On this basis, according to China Overseas 's M & A practice, the author construct three cultural integration model apply to state-owned enterprise, and then construct the integration model of the corporate culture integration and the collaborative management model of multi-cultural integration. And use cases to validate the model. Finally, it concludes that successful cultural integration need to combe cultural differences, create elite management team, effects of cooperative management-oriented. The author hope that can provides references for the M&A integration practice. This paper introduces the purpose and significance of thesis, research ideas, the main content and innovation, summarized the corporate culture on the integration of previous research results. Then it analyzes the impact of corporate culture integration mode selection factors, constructed for the integrated model of state-owned enterprises. Second, based on three cultural integration model of China overseas, the author build a new multi-cultural collaborative management model. Finally, introduce the course and the experience of the M&A of Shenyang Huanggu Thermoelectricity Company. The outhor expects that it can be used for reference to practice of culture integration. This innovation is mainly reflected in four aspects: (1) re-interprete the concept of enterprise culture integration; (2) Construct the Integrated Model of enterprise culture; (3) construct the choice model of the corporate culture integration and the collaborative management model of multi-cultural integration (4) Propose the strategies and recommendations for the cultural integration in China.
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