論企業跨國并購中的文化整合

電子商務論文編號:DZ058  包括:開題報告及任務書,論文字數:6607,頁數:10
目   錄

1   企業文化整合內涵 ....................................................1
1.1 企業文化 ............................................................1
1.2 企業文化整合內容 ....................................................1
2   企業文化整合在企業跨國并購中的意義 ..................................2
2.1.企業文化整合能充分調動員工的積極性，有助于創造新價值 ................2
2.2.企業文化整合能促進文化的交流，提升國際化人力資源管理水平 ............2
2.3.企業文化整合能夠提升企業競爭力,維持并購后企業的整體性............... 2
3   聯想跨國并購中文化整合中的難點所在 ..................................3
3.1 意識形態上的差異 ....................................................3
3.2 權力距離上的差異 ....................................................3
3.3 思維方式上的差異 ....................................................4
3.4 領導人與員工的關系上的差異 ..........................................4
4   聯想跨國并購中企業文化整合可能遇到的阻力策略 ........................4
4.1 海外企業對聯想的文化認同度低 ........................................4
4.2 心理因素的阻礙 ......................................................5
5   聯想跨國并購中企業文化整合的策略分析 ................................5
5.1 “求同存異、加強溝通”——并購企業文化整合應把握的兩原則............ 5
5.2 “知彼知己”——在并購前期了解潛在的文化差異和沖突.................. 6
5.3 “整合愿景”——確立合并后企業的發展方向 ............................6
5.4 “取其精華”——主動吸收國外企業先進的文化 ..........................6
5.5 “以人為本”——正確樹立人本管理的思想 ..............................7
參考文獻 ................................................................8
致  謝 ..................................................................9

摘   要

     隨著世界經濟全球化的步伐加快，中國綜合國力的不斷增強和當前我國的市場環境不斷完善，越來越多的中國企業走出國門，外資企業與本土企業之間的并購、聯合等現象經常發展，跨國并購已成為跨國投資的主要方式，如聯想并購IBM PC業務,上汽收購雙龍,TCL并購湯姆遜電子等等。但由于不同國家的企業文化存在差別，這使得企業之間文化的整合非常困難。如何有效地克服這些差別，消除不同文化之間的差異，借鑒國內外的并購經驗和教訓，推動企業持續健康地發展，也是每個企業要思考的現實問題。中國企業在新一輪跨國并購浪潮中如何抓住機遇，積極嘗試利用并購拓展海外市場提升競爭力，解決并購后的文化整合已成為成功的關鍵因素。本文先從文化整合的內涵以及文化整合在跨國公司并購中的意義來說明文化整合作為關鍵因素在企業成功跨國并購中的重要作用。然后具體地以聯想購并IBM PC業務為案例分析跨國公司文化整合存在的主要難點所在以及遇到的阻力，最后分析聯想所采取的相對應對策。

【關鍵詞】跨國并購  企業文化  整合  聯想

Abstract

Speeding up along with the world economics globalization and the Chinese comprehensive national increasing and the sound of our country market environmental law, more and more Chinese enterprises go abroad. The phenomenon of mergers and acquisitions between foreign enterprise and local enterprise have often been taken places .The transnational merger and acquisition has become the fundamental mode of the transnational investment ，for example Lenovo mergers IBM PC, Shanghai automobile group mergers double dragon ,TCL mergers Thomson and so on. The culture of conformity is very difficult between the enterprises, how effectively to overcome these differences, remove the difference between different culture, reference to the home and broad’s experience and the lesson are very important. The program that every corporation must think about deeply is that how to work out the diversity of the difference in country's corporate culture, make the enterprise develop endurable. It has already became an important key to success that how does the Chinese enterprises seizes the opportunity in the new tide , makes use of the chances to develop the overseas market and promote the competitive power. At first, the article is talked about the definition of the culture of conformity and its significance in order to explain how important to the mergers and acquisitions between foreign enterprise. Then it analyses the main difficulties about the culture of conformity in the case of Lenovo mergers IBM PC in details. At last, it gets the solution to the difficulties about the culture of conformity depends on the methods what Lenovo has done.

【Key Words】Transnational merger and acquisition; Corporation culture; Integration; Lenovo