本文選題：跨國并購 + 組織認同　； 參考：《國際經(jīng)濟合作》2014年07期

【摘要】：文章嘗試通過上汽集團對韓國雙龍汽車并購后整合過程的分析,探索組織認同在跨國并購后整合中的作用。文章認為:被并購方員工對并購方的組織認同,是并購后整合能否取得成功的重要影響因素;建立在被并購方內(nèi)部組織慣性、員工追求短期利益及認知錯位和偏見基礎(chǔ)之上的低水平組織認同,會顯著增加并購后整合的風險,并有可能在低迷市場、民族情緒等作用之下走向完全不認同,甚至發(fā)生異化,直接阻礙并購方對被并購方所采取的整合行動;高度關(guān)注并確保被并購方員工對并購方必要的組織認同,是推進跨國并購后整合取得成功的重要保障。
[Abstract]:This paper attempts to explore the role of organizational identity in the post-merger process of Korea Ssangyong Automobile through the analysis of SAIC Group. The paper holds that the organizational identity of the employees of the acquired party is an important factor influencing the success of the integration after the merger, and is based on the organizational inertia within the acquired party. Employees' pursuit of short-term benefits and low-level organizational identity based on cognitive dislocation and prejudice will significantly increase the risk of post-merger integration, and may lead to complete disapproval or even alienation under the influence of a depressed market, national sentiment, etc. It is an important guarantee to promote the success of the integration after cross-border M & A by directly hindering the integration actions taken by the M & A parties and paying close attention to and ensuring the necessary organizational identity of the employees of the merged parties.
【作者單位】： 清華大學經(jīng)濟管理學院;
【基金】：國家自然科學基金項目(70972022、71972019) 清華大學文化傳承創(chuàng)新基金項目(2012WHQN007) 國家社科基金項目 (13BGL07) 的階段性成果
【分類號】：F271;F426.471
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本文編號：2061587