本文選題：諾基亞 + 西門子　； 參考：《蘇州大學(xué)》2013年碩士論文

【摘要】：在全球經(jīng)濟(jì)一體化的大背景下，市場(chǎng)競(jìng)爭(zhēng)日益激烈，并購(gòu)成為企業(yè)擴(kuò)大規(guī)模、增強(qiáng)實(shí)力、規(guī)避投資風(fēng)險(xiǎn)的重要途徑。但大多數(shù)并購(gòu)的結(jié)果并不理想，原因在于忽視了企業(yè)之間的文化差異，沒(méi)有進(jìn)行合理有效的文化整合，從而不可避免的發(fā)生文化沖突，導(dǎo)致整個(gè)并購(gòu)的失敗。成功的文化整合工作能夠化解文化沖突，發(fā)揮并購(gòu)的協(xié)同效應(yīng)，提高并購(gòu)效率，如何科學(xué)的進(jìn)行文化整合逐漸成為一個(gè)重要的課題。 本文以企業(yè)并購(gòu)理論，文化整合的相關(guān)理論和文化維度理論為基礎(chǔ)，圍繞諾基亞與西門子并購(gòu)案例中的文化整合進(jìn)行思考。文章首先回顧了諾基亞西門子并購(gòu)后的發(fā)展歷程和文化整合的內(nèi)容，接著結(jié)合目前的企業(yè)文化現(xiàn)狀，指出文化整合工作中存在的一些問(wèn)題。具體從經(jīng)營(yíng)理念、管理制度、管理風(fēng)格、員工激勵(lì)，公司發(fā)展戰(zhàn)略等幾個(gè)角度進(jìn)行剖析文化整合工作的不足，并且對(duì)針對(duì)這些問(wèn)題出現(xiàn)的原因進(jìn)行具體分析，最后對(duì)文化整合工作提出了一系列的解決和改進(jìn)建議。通過(guò)該案例的研究，，對(duì)今后國(guó)際并購(gòu)案例中的如何進(jìn)行文化整合，避免文化沖突提供參考和借鑒。
[Abstract]:Under the background of global economic integration, the market competition is becoming increasingly fierce. M & A has become an important way for enterprises to expand their scale, strengthen their strength and avoid investment risks. However, the results of most mergers and acquisitions are not ideal, because they ignore the cultural differences among enterprises and fail to carry out reasonable and effective cultural integration, which inevitably leads to cultural conflicts, resulting in the failure of the whole merger and acquisition. The successful cultural integration can resolve the cultural conflict, exert the synergistic effect of M & A, improve the efficiency of M & A, and how to carry out the cultural integration scientifically has gradually become an important topic. Based on the theory of enterprise merger and acquisition, the theory of cultural integration and the theory of cultural dimension, this paper discusses the cultural integration in the case of Nokia and Siemens merger and acquisition. This paper first reviews the development of Nokia Siemens after the merger and acquisition and the content of cultural integration, then combined with the current corporate culture situation, points out some problems in the cultural integration work. From the management concept, management system, management style, employee motivation, company development strategy and other angles to analyze the lack of cultural integration, and to analyze the causes of these problems. Finally, a series of suggestions for cultural integration are put forward. Through the case study, how to integrate culture and avoid cultural conflict in international M & A cases in the future is provided.
【學(xué)位授予單位】：蘇州大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F416.63;F271

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