本文選題：中電投金元集團(tuán) + 并購(gòu)重組　； 參考：《哈爾濱理工大學(xué)》2013年碩士論文

【摘要】：本文以并購(gòu)重組過程中母子公司企業(yè)文化的融合問題作為研究?jī)?nèi)容，以中電投金元集團(tuán)股份有限公司為例。分析了中電集團(tuán)并購(gòu)重組中文化整合和融合現(xiàn)狀的基礎(chǔ)上，提出了具有我國(guó)企業(yè)并購(gòu)重組過程中所遇到的企業(yè)文化管理的一般問題，認(rèn)為并購(gòu)重組文化融合與資本結(jié)構(gòu)性調(diào)整、子企業(yè)戰(zhàn)略導(dǎo)向性的調(diào)整存在著存在相關(guān)性。母子公司存在企業(yè)文化沖突的關(guān)鍵問題還在于母子公司之前差異性企業(yè)文化在各自的核心文化中占有較大的比重，影響到了企業(yè)核心文化的有效整合和融合。在實(shí)踐過程中，對(duì)企業(yè)并購(gòu)重組中的文化沖突預(yù)計(jì)不足，導(dǎo)致企業(yè)文化整合和融合效率不高、文化沖突隱性化問題突出等問題，也并未受到企業(yè)管理者的重視。因此本文希望通過對(duì)我國(guó)相關(guān)企業(yè)的實(shí)證研究，來構(gòu)建適用于我國(guó)本土企業(yè)并購(gòu)重組的企業(yè)文化融合策略控制體系，強(qiáng)化并購(gòu)重組企業(yè)中的文化管理的重要地位，將文化管理作為企業(yè)并購(gòu)戰(zhàn)略管理的重要組成部分。以此來提升企業(yè)文化管理在整個(gè)企業(yè)管理中的重要性，提高我國(guó)企業(yè)并購(gòu)中的有效性，，進(jìn)而提高我國(guó)并購(gòu)重組企業(yè)的管理績(jī)效。在實(shí)踐過程中，對(duì)于母子公司的企業(yè)文化整合和融合，也提出了在考慮文化統(tǒng)一性的同時(shí)，也要考慮子公司的文化多元化的問題，以此來保持子公司的管理的多樣性，提升公司的管理實(shí)效。
[Abstract]:This paper takes the integration of corporate culture in the process of M & A and M & A as the research content, taking CLP Jinyuan Group Co., Ltd as an example. Based on the analysis of the present situation of cultural integration and integration in the M & A of China Electric Power Group, this paper puts forward the general problems of corporate culture management in the process of M & A of China's enterprises, and points out that the cultural integration of M & A and the adjustment of capital structure. There is a correlation in the adjustment of strategic orientation of sub-enterprises. The key problem of parent-subsidiary company culture conflict lies in the fact that the difference of corporate culture occupies a large proportion in their core culture, which affects the effective integration and integration of the core culture. In the process of practice, it is not enough to predict the cultural conflict in M & A, which leads to the low efficiency of the integration and integration of corporate culture, the prominent problem of recessive culture conflict, and so on, which has not been taken seriously by enterprise managers. Therefore, this paper hopes to construct the control system of corporate culture integration strategy suitable for local enterprises merger and reorganization through the empirical study of related enterprises in our country, and strengthen the important position of culture management in M & A enterprises. Cultural management as an important part of M & A strategy management. In order to enhance the importance of corporate culture management in the whole enterprise management, improve the effectiveness of M & A in China, and then improve the management performance of M & A enterprises in China. In the process of practice, in order to maintain the diversity of the management of the subsidiary company, the integration and integration of the corporate culture of the parent company and the subsidiary company are also put forward, while the cultural unity of the subsidiary company should be considered, and the cultural diversity of the subsidiary company should also be considered in order to maintain the diversity of the management. Improve the management effectiveness of the company.
【學(xué)位授予單位】：哈爾濱理工大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2013
【分類號(hào)】：F270;F271;F426.61

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