【摘要】：經(jīng)濟(jì)全球化是當(dāng)代社會(huì)經(jīng)濟(jì)發(fā)展的一個(gè)明顯特征。尤其伴隨著計(jì)算機(jī)及通信技術(shù)在各個(gè)行業(yè)的廣泛應(yīng)用,經(jīng)濟(jì)交互的緊密程度正日益加深�？鐕�(guó)并購(gòu)作為企業(yè)規(guī)�；�、國(guó)際化的有效途徑之一,不僅是世界經(jīng)濟(jì)個(gè)體重新整合的結(jié)果,也是企業(yè)邁向國(guó)際化經(jīng)營(yíng)的重要戰(zhàn)略步驟。2007年達(dá)能宣布強(qiáng)行并購(gòu)?fù)薰?但在娃哈哈極度反對(duì)下,達(dá)能跨國(guó)并購(gòu)?fù)薰⑽闯晒�。從這一案例中,我們可以看到企業(yè)跨國(guó)并購(gòu)的趨勢(shì),通過(guò)對(duì)達(dá)能跨國(guó)并購(gòu)?fù)薰〉脑蜻M(jìn)行分析,深入研究隱藏在企業(yè)并購(gòu)失敗背后的相關(guān)文化沖突問(wèn)題。企業(yè)跨國(guó)并購(gòu)失敗和成功的原因多種多樣。但根據(jù)調(diào)查可知,文化沖突問(wèn)題是一個(gè)導(dǎo)致企業(yè)并購(gòu)失敗非常關(guān)鍵的原因。當(dāng)前在并購(gòu)重組時(shí),企業(yè)決策層更傾向于將精力集中在產(chǎn)品技術(shù)融合、市場(chǎng)營(yíng)銷、財(cái)務(wù)層面等顯性問(wèn)題的思考及解決上,常常忽略了并購(gòu)雙方企業(yè)的文化差異,也甚少針對(duì)文化沖突方面的問(wèn)題去做規(guī)劃及預(yù)案。而最終卻發(fā)現(xiàn)恰恰是文化沖突導(dǎo)致了企業(yè)并購(gòu)后的失敗。文章通過(guò)梳理國(guó)內(nèi)外專家學(xué)者對(duì)于企業(yè)跨國(guó)并購(gòu)、企業(yè)文化、文化差異與文化沖突、文化整合等理論的研究成果,對(duì)企業(yè)并購(gòu)、跨國(guó)并購(gòu)及并購(gòu)企業(yè)文化沖突的基本理論進(jìn)行分析,對(duì)企業(yè)文化的概念、特點(diǎn)、意義進(jìn)行了研究,研究了并購(gòu)企業(yè)文化差異和文化沖突的基本理論,對(duì)企業(yè)跨國(guó)并購(gòu)中的文化差異和文化沖突進(jìn)行了分析,結(jié)合達(dá)能并購(gòu)?fù)薰〉膶?shí)際案例,對(duì)達(dá)能跨國(guó)并購(gòu)?fù)薰奈幕瘺_突進(jìn)行分析,研究了并購(gòu)雙方的企業(yè)文化差異,從四個(gè)層面分析了導(dǎo)致達(dá)能跨國(guó)并購(gòu)?fù)薰〉奈幕瘺_突的具體體現(xiàn)。通過(guò)對(duì)達(dá)能跨國(guó)并購(gòu)?fù)薰蛭幕瘺_突而失敗的原因分析,對(duì)企業(yè)跨國(guó)并購(gòu)中的文化沖突進(jìn)行了對(duì)策研究,提出了企業(yè)在跨國(guó)并購(gòu)中要解決文化沖突的原則、模式選擇及具體實(shí)施方法。
[Abstract]:Economic globalization is an obvious feature of contemporary social and economic development. Especially with the wide application of computer and communication technology in various industries, economic interaction is becoming more and more close. As one of the effective ways to scale and internationalize the enterprises, transnational M & A is not only the result of the reintegration of the world economy, but also an important strategic step for the enterprises to move to the international business. In 2007 Danone announced the forcible merger and acquisition of Wahaha. But in Wahaha's extreme opposition, Danone cross-border acquisition Wahaha did not succeed. From this case, we can see the trend of cross-border mergers and acquisitions of enterprises, through the analysis of the causes of the failure of Danone's cross-border mergers and acquisitions Wahaha, in-depth study of the related cultural conflicts hidden behind the failure of corporate mergers and acquisitions. There are a variety of reasons for the failure and success of transnational mergers and acquisitions. However, according to the investigation, culture conflict is a key reason for the failure of M & A. At present, in the process of M & A, the enterprise decision makers tend to concentrate on the thinking and solving of the dominant problems, such as product technology integration, marketing, financial aspects, etc., which often ignore the cultural differences between the two sides of the merger and acquisition. There is also little planning and planning for cultural conflicts. However, it is the culture conflict that leads to the failure of M & A in the end. By combing the research achievements of experts and scholars at home and abroad on the theories of transnational mergers and acquisitions, corporate culture, cultural differences and cultural conflicts, cultural integration, etc. This paper analyzes the basic theories of transnational M & A and corporate culture conflict, studies the concept, characteristics and significance of corporate culture, and studies the basic theories of cultural differences and cultural conflicts of M & A enterprises. This paper analyzes the cultural differences and cultural conflicts in cross-border mergers and acquisitions of enterprises, combining with the actual case of Danone's failed merger of Wahaha, analyzes the cultural conflicts of Danone's cross-border mergers and acquisitions of Wahaha, and studies the corporate cultural differences between the two sides of mergers and acquisitions. This paper analyzes the concrete embodiment of the cultural conflict that led to the failure of Danone's cross-border merger and acquisition of Wahaha from four aspects. Based on the analysis of the causes of the failure of Danone's cross-border M & A Wahaha due to the cultural conflict, this paper makes a study on the countermeasures of the cultural conflict in cross-border M & A, and puts forward the principles of solving the cultural conflict in the transnational M & A. Mode selection and specific implementation methods.
【學(xué)位授予單位】：湖南農(nóng)業(yè)大學(xué)
【學(xué)位級(jí)別】：碩士
【學(xué)位授予年份】：2015
【分類號(hào)】：F271;F416.82

【引證文獻(xiàn)】

相關(guān)期刊論文 前1條

1 胡期欣;;從內(nèi)部控制協(xié)同效應(yīng)看企業(yè)并購(gòu)——以跨國(guó)并購(gòu)為例[J];中國(guó)鄉(xiāng)鎮(zhèn)企業(yè)會(huì)計(jì);2018年04期

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本文編號(hào)：2247093