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论文编号：	5878
作者编号：	2120112820
上传时间：	2013/12/5 21:32:03
中文题目：	美国S公司在华跨国并购的人力资源整合研究
英文题目：	Study on Human Resources Integration of Transnational M&A of American Company-S in China
指导老师：	崔勋 教授
中文关键字：	人力资源整合 跨国并购 企业文化 心理契约 核心人才
英文关键字：	Human Resource Integration Transnational M&A
中文摘要：	在全球经济一体化的条件下，越来越多的公司从优化资源配置和开拓市场的角度重新考虑全球整体资源的整合，从而衍生了诸多企业跨国并购的案例。企业间的并购已经从最初的企业自己的发展目的，演变成整个国家的经济结构的高度甚至到世界经济格局的高度。可是，在这些金额巨大、数量众多的跨国并购中，其中的成功率却难尽人意。 国外很多学者已经从各个方面对跨国并购中的整合问题提出了自己的看法，我国的学者基于自己的研究也适时地提出了不少有见地的新观点。针对这种状况，当前学术界的共识是：资源的整合能否成功是跨国并购成败与否的关键。 自2005年以后，中国为了履行加入世界贸易组织的承诺，开放了国内物流相关的业务。同时，由于进入第三方物流行业的门槛较低，所需投资相对较少，所以当下中国的物流行业有大公司也有个体户，处于高度零散状态，而进行并购是物流行业快速扩张市场、扩大网络、提高服务的有效方式。另外，中国市场是全球普遍看重的人员成本低、市场潜力大、经济发展迅速的世界级的市场。以上这些条件都是国外物流公司进入中国物流市场的有利条件，所以好多国外的物流巨头当然不会错过这个在中国发展的大好机会，作为美国较大的物流企业的S公司亦是如此。 但是在诸多的物流企业在华并购的案例中，鲜有成功的案例，现在学术界的普遍共识是并购后企业内部的人力资源的整合是否有效是关系这些并购过程是否能达到1+1>2的效果的关键因素之一。 本文以S公司跨国并购为例阐述了S公司在进行人力资源整合的过程中所采取的措施（包括从企业文化、心理契约和核心人才的留用方面采取的相应对策），以及之后出现的问题企业文化、管理方式等问题，由此得出人力资源整合需持续调整优化，它不是一蹴而就的事情。本文希望通过此论文的研究，能够为以后的跨国并购企业提供借鉴和参考，能使跨国企业少走弯路，顺利进行人力资源整合以达到跨国企业预期的发展目标。
英文摘要：	In the condition of global economic integration, more and more companies reconsider the overall global resource integration from the angle of optimizing the allocation of resources and market development, which leads to many transnational M&A cases. Mergers and acquisitions among enterprises have changed from development of enterprises itself to development of national economy, or even to the development of global economy. Even though so many transnational M&A cases, the success rate is very low. Many foreign scholars have put forward the views of integration problem in transnational M&A cases from every aspect. Scholars in our country have gave many new advises also based on their study. Now the consensus of academia is: the success of resource integration is the key of transnational M&A enterprises. Since 2005, China opened its internal logistics businesses in order to meet its commitment to WTO. At the same time, as it has low threshold and needs less investment, there are big companies and individual households in logistics industry in China at present, they are in a state of fragmented. M&A is a effective way to expand business network and improve the service level in logistics. On the other side, Chinese market which is considered a world market has low labor cost, large market potential, rapid economic development. So many conditions are the advantages for foreign companies to enter Chinese market. So, many foreign logistic giants never missed this good opportunity, the same as S which is a big company in US. But there are few successful cases in transnational M&A logistics cases. The effective of human recourse integration is one of the key factors for transnational M&A enterprises. This study describes some measures in enterprise culture, psychological contract and making core-value personal stay which S took in its human resource integration. And then there were still some problems in enterprise culture and management mode after its integration. So this study suggested human recourse integration a continuous optimization work rather than a overnight work. The purpose of this paper is to provide a reference for transnational M&A cases, make little detours, make the process of human resource integration smoothly. This helps transnational M&A enterprises achieve their expected goals.
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