本文選題：跨國并購　切入點：并購整合　出處：《華中科技大學(xué)》2014年碩士論文

【摘要】：隨著全球經(jīng)濟格局的變化以及經(jīng)濟的迅猛發(fā)展,并購不再僅僅局限于發(fā)達(dá)國家之間,越來越多的發(fā)展中國家與地區(qū)加入到了這場并購的大浪潮,越來越多的企業(yè)選擇了跨國并購作為自己發(fā)展與壯大的方式。作為全球經(jīng)濟體系中的重要一員,隨著我國對外改革開放的進(jìn)一步加深,我國也有越來越多的企業(yè)投身其中。雖然每年都有大量的企業(yè)并購案例在國內(nèi)、國外發(fā)生,但是根據(jù)國內(nèi)外多家機構(gòu)的統(tǒng)計結(jié)果,并購的成功率僅為20%到50%,企業(yè)并購的成功比率并不高�？v觀并購交易的整個流程,導(dǎo)致并購交易發(fā)生失敗的原因多種多樣。根據(jù)多年的研究發(fā)現(xiàn),并購后的整合管理沒有或者不到位是并購交易失敗的最主要原因。我國的很多企業(yè)進(jìn)行跨國并購時,通常只重視并購操作而忽略了對并購后的整合進(jìn)行管理,最終往往導(dǎo)致企業(yè)并購虎頭蛇尾,前功盡棄。為了能夠確實地獲取并購的諸多好處,改善我國企業(yè)跨國并購虎頭蛇尾的現(xiàn)狀,研究我國企業(yè)在跨國并購的整合過程中遇到的各種風(fēng)險并尋找應(yīng)對不同風(fēng)險的對策是很有意義的。本文通過查閱國內(nèi)外企業(yè)跨國并購、并購整合、整合風(fēng)險的相關(guān)研究資料,并加以綜述,為整篇文章提供理論依據(jù)。以TCL跨國并購阿爾卡特為案例分析對象,在簡述了TCL集團與阿爾卡特的基本情況之后,敘述了TCL并購阿爾卡特的過程,包括并購的動機、并購交易過程以及并購的結(jié)果;然后從不同的風(fēng)險角度出發(fā)分析了TCL整合失敗的原因。最后針對TCL整合中遇到的這些風(fēng)險,提出了以下的幾種防范對策,具體內(nèi)容包括了:設(shè)立專門的整合工作小組,同時制定出與具體并購項目匹配的整合計劃;盡早建立有效的溝通渠道,制定恰當(dāng)?shù)男劫Y等方面的制度;正確認(rèn)識文化方面的差異,文化滲透由表及里,切勿推行強勢文化;合理調(diào)整并購后企業(yè)的組織結(jié)構(gòu),逐步改造管理制度;做好充分的自我評價以及外部宏觀環(huán)境、行業(yè)發(fā)展?fàn)顩r方面的分析,制定合理的發(fā)展戰(zhàn)略,選擇恰當(dāng)?shù)恼夏Ｊ健?br/>[Abstract]:With the change of the global economic structure and the rapid development of the economy, M & A is no longer confined to the developed countries, more and more developing countries and regions have joined the great wave of M & A. More and more enterprises have chosen cross-border mergers and acquisitions as their own way of development and growth. As an important member of the global economic system, with the further deepening of China's reform and opening up to the outside world, There are also more and more enterprises in our country. Although there are a large number of M & A cases occurring at home and abroad every year, according to the statistical results of many domestic and foreign organizations, The success rate of M & A is only 20% to 50%, and the success rate of M & A is not high. Looking at the whole process of M & A transaction, there are many reasons for the failure of M & A transaction. The main reason for the failure of M & A transactions is that the integration management after M & A is not in place or in place. Many enterprises in China usually pay attention to M & A only but ignore the management of M & A integration. In the end, they often lead to mergers and acquisitions, and all their previous efforts are wasted. In order to obtain the many benefits of mergers and acquisitions, and to improve the current situation of transnational mergers and acquisitions in China, It is very meaningful to study the various risks encountered by Chinese enterprises in the process of transnational M & A integration and to find countermeasures to deal with different risks. This paper refers to the relevant research data of transnational M & A, M & A integration and integration risk of domestic and foreign enterprises. Taking TCL M & A as the case study object, after briefly describing the basic situation of TCL Group and Alcatel, the paper describes the process of TCL M & A Alcatel. It includes the motive of M & A, the process of M & A and the result of M A. Then it analyzes the reasons for the failure of TCL integration from different risk angles. Finally, aiming at these risks encountered in TCL integration, the following countermeasures are put forward. The specific contents include: set up a special integration working group, at the same time work out the integration plan matching with the specific merger and acquisition project, establish effective communication channel as soon as possible, formulate appropriate system of salary and so on; Understand the cultural differences correctly, culture permeates from the outside to the inside, do not carry out the strong culture; adjust the organizational structure of the enterprise after merger and acquisition rationally, transform the management system step by step; do a good job of self-evaluation and external macro environment, Industry development situation analysis, formulate a reasonable development strategy, choose the appropriate integration model.
【學(xué)位授予單位】：華中科技大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F426.63;F271

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