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论文编号：	2785
作者编号：	2120082448
上传时间：	2010/12/1 16:07:03
中文题目：	中星微电子公司并购后的组织整合研究
英文题目：	The research on organizational integration of Vimicro Corporation after merger
指导老师：	薛有志
中文关键字：	中星微电子公司；企业并购；组织整合
英文关键字：	Vimicro Corporation;Corporate M&A;Organization integration
中文摘要：	中文摘要 并购后的企业组织整合问题，是企业战略并购能否成功的关键问题。只有顺畅的完成了组织整合，并购后的企业才能实现正常的运作。而现实中，企业并购失败的案例比比皆是，本文的工作就是以中星微电子公司并购上海贝尔监控事业部为例子，分析并购后组织整合过程中出现的问题及讨论相应的改进方案，最终总结本次整合成功的经验，希望对即将进行并购的企业及有并购打算的企业提供一些具有现实意义的帮助。 本文首先回顾了当今世界企业并购的现状及中星微电子公司实施并购的背景与动因。并且对中星微电子公司并购后的组织整合过程进行的描述，提出研究并购过程中组织整合问题的意义。 其次，立足理论基础对中星微电子公司并购后的组织整合过程进行分析。主要从组织架构整合、公司制度整合、人力资源整合、企业文化整合以及组织整合过程中出现的新问题进行了较深层次的剖析，归纳出中星微电子公司在这几方面出现的问题，并结合中星微电子公司的实际情况有针对性的提出改进建议。通过对中星微电子公司并购后的组织整合过程分析，总结出并购后的组织整合应该注意的事项。 最后，将中星微电子公司并购后的组织整合过程出现的问题总结成为大多数企业并购过程中需要关注的共性问题。并且为了使企业在并购时能够顺利的完成整合，需要并购方企业在并购实施之前就进行相关的准备工作。包括了解被并购方的组织架构、核心人员组成、企业文化以及公司制度等与并购相关的信息。针对了解到的信息，对并购方企业的内部管理方式也做相应的调整，以适应未来的并购整合过程。只有做好了充分的准备工作，才能对企业顺利完成并购提供保障。本篇论文希望通过对中星微电子公司并购后的组织整合研究，提出对企业并购有参考价值的指导建议，帮助即将实施并购的企业顺利的完成并购整合，实现企业的战略目标。
英文摘要：	Abstract Post-merger organizational integration issues, M & A business strategy is the key to the success of the issue. Only the smooth completion of the organizational integration, mergers and acquisitions can be achieved after the normal business operations. But in reality, the case of mergers and acquisitions fail everywhere, this work is to Vimicro Shanghai Bell, M & Monitoring Division as an example, analysis of merger and acquisition process of organizational integration and discuss the problems in the corresponding improvement program, the final summary The successful experience of integration, I hope the forthcoming merger of corporate and business mergers and acquisitions intended to provide some practical significance to help. This paper reviews the status of mergers and acquisitions in today's world and the implementation of Vimicro Corporation M & A background and motivation. Vimicro Corporation, and on post-merger integration process of the organization's description of the process proposed merger organizational integration of the significance of the problem. Secondly, based on the theory of Vimicro organizational integration after M & A process analysis. Mainly from the integration of organizational structure, corporate system integration, integration of human resources, corporate culture, organizational integration process of integration and the emergence of new issues deeper level of analysis, summarized in Vimicro problems in these areas, and Vimicro Corporation with the actual situation of targeted recommendations for improvement. Vimicro Corporation by the organization after the merger integration process analysis, summed up the organization after the merger integration should pay attention. Finally, the company Vimicro organizational integration process after M & A problems M & A summary of the process for most common problems that need attention. Enterprises in the merger and in order to be able to smoothly complete the integration time required to implement the acquiring companies in mergers and acquisitions carried out before the relevant preparatory work. Includes understanding the organizational structure of the merged party, the core personnel, corporate culture and the system of acquisition-related company information. For the learned information, the acquiring company's internal management also be adjusted accordingly to accommodate future M & A integration process. Only well prepared to do the work to the successful completion of merger of enterprises to provide protection. This paper hopes of Vimicro organizational integration after M & A research, made a reference value of M & A guidance recommendations to help enterprises to be implemented successfully completed the acquisition of merger integration, to achieve corporate strategic goals.
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