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论文编号：	5232
作者编号：	2120112435
上传时间：	2013/6/5 15:25:05
中文题目：	中资银行海外并购的内部文化整合策略——基于跨案例的比较研究
英文题目：	Internal Culture Integration Strategy of Chinese Banking——A Comparative study Based on Cross-cases
指导老师：	吴晓云
中文关键字：	中资银行;海外并购;企业文化;文化整合
英文关键字：	Chinese Bank; International mergers and acquisitions; Corporate culture; Cultural integration
中文摘要：	跨国并购是跨国直接投资（FDI）的两种主要形式之一，它在全球FDI中所占的比重一直稳步上升，近十年来已经占到了FDI总额的90%以上。我国重新加入世界贸易组织（WTO）之后，资本市场和服务业逐步对外开放，采取跨国并购方式的FDI在我国所占的比重也越来越高。尤其是近年来，制造业在跨国并购中的份额逐渐下降，从平均水平来看，制造业已经降至30%不到，而服务业跨国并购的份额则日渐上升，已经逐渐站到跨国并购总额的60%以上。其中，银行业的并购现象无疑是夺人眼球的一大主流。并购是当前国际银行业快速成长的主流趋势，适时稳健地开展包括并购在内的资本运作，有助于全面提高银行核心竞争力，实现“走在竞争前列”的战略目标。 二十一世纪前后，全球银行业掀起了空前的并购浪潮。之后，随着互联网经济泡沫的破灭以及世界经济的三大巨头“欧美日”的经济陷入低迷状态，国际银行业大规模并购的步伐也渐渐放缓。然而，随着全球经济的复苏，全球银行业的并购浪潮再一次席卷世界经济市场。随着经济一体化和金融自由化趋势的加强，以及我国对外开放力度的加大，中资金融机构开始面临着日益激烈的国际竞争。银行业作为我国金融业的重要组成部分，面临的竞争首当其冲。为了实现稳健发展，提高自身的竞争力，同时在国际金融舞台上为自己挣得一席之地，中资银行也开始加快自己的国际化步伐。近年来，从国有商业银行到股份制商业银行，都在海外并购市场上表现活跃。 然而，完成并购并不意味着并购成功。在风起云涌的国际并购市场上，并购后由于整合失败而导致整个并购活动未能实现预期绩效的例子也比比皆是。完成并购后的整合工作是一项复杂的任务。从横向维度上来看，主要包括企业战略整合、制度规范整合、人力资源整合、经营模式整合以及内部文化整合。其中文化整合由于文化本身的一些特性往往容易被管理者所忽视，最后却成为了整个并购活动失败的关键原因。 本文在研究广泛意义上的企业并购的理论基础上重点探究中资银行实现跨国并购后的内部文化整合问题。首先，本文将对并购和文化两个方面的现有理论研究进行回顾和综述，同时将重点分析跨国并购实现后企业内部出现文化冲突的主要原因及其一般表现形式；然后，本文将对文化整合的主要形式进行主要分析，并提出企业选择不同文化整合模式的主要依据；之后，本文将就中国工商银行并购南非标准银行、中国银行收购新加坡航空公司和招商银行并购香港永隆银行三个案例进行深入分析，探究其内部文化整合之道；最后，本文将对中资银行实现海外业务并购后的企业内部文化整合问题提出相关可行性建议，并对本文的局限性以及未来研究方向进行简要的归纳和说明。
英文摘要：	Cross-border M&A is one of the two major forms of transnational direct investment. It has accounted for more than 90% of the total amount of FDI in nearly a decade. After our country joining WTO again, Capital markets and services gradually open to the outside world, at the same time, transnational merger and acquisition ways of FDI in China also accounts for more and more. Especially in recent years, Manufacturing's share of cross-border M&A gradually decline to about 30%, however, Service sector's share is rising to nearly 60%. Among them, banking mergers and acquisition is undoubtedly an eye-catching one. In international competition, Chinese bank has begun increasingly looking to the broad overseas market, and hopped to enhance their comprehensive strength through overseas acquisitions, then they could Obtain and maintain their competitive advantage in the competitive market. Since the 1990’s, the global banking industry set off an unprecedented wave of mergers and acquisitions. Then, at the beginning of the 21st century, because the Internet economic bubbles burst, while the recession appeared in Europe, America and Japan nearly at the same time, the pace of international banking industry’s large-scale mergers and acquisitions also gradually slowed. However, as the global economic became recovery, Mergers and acquisitions wave of the global banking once again swept the world economic market. In the environment that the economic integration and financial liberalization trend is strengthening, and the degree of China’s “opening to the outside world” is increasing, Chinese financial institutions facing increasingly fierce international competition. Banking industry as an important part of financial industry in our country, face more. In order to achieve steady development, improve their competitiveness, and earn a place in the international finance arena, Chinese banks also started to speed up the pace of their internationalization. In recent years, from the state-owned commercial Banks to joint-stock commercial Banks both are behavior active in overseas mergers and acquisitions market. What we should keep in mind is that completing an M&A does not mean that the merger is successful. In the international mergers and acquisitions market, examples of the post-merger integration problem fails the entire M&A activity is very common. Integration work is a complex task in an international M&A. From the horizontal dimensions, the work contains strategy integration, policy integration, human resource management integration business model integration and internal culture integration. Culture integration always easily been ignored by managers because of culture it self’s some characteristics, but this overlook often became one of the key reasons for the failure of the entire M&A. Based on the theory discussion of enterprise M&A, study on Corporate Internal Culture Integration of Chinese Bank after Its International Merger and Acquisition will be focused on in this essay. First of all, the research review of enterprise mergers and acquisition, bank mergers and acquisition, cross-border mergers and acquisitions, corporate culture and internal culture integration will be did. Next, it focuses on analysis of the internal cultural conflict in the international mergers and acquisitions. And then, it mainly discusses about the main modes of cultural integration, and also proposes the basis for enterprise to select different cultural integration mode. After that, it is the case study of the industrial and commercial bank of China (ICBC), the bank of China (BOC) and China Merchants Bank (CMB). At last, it summarizes the research result of Corporate Internal Culture Integration of Chinese Bank after Its International Merger and Acquisition.
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