本文選題：企業(yè)并購 + 核心競爭力　； 參考：《西南交通大學(xué)》2014年碩士論文

【摘要】：在經(jīng)濟(jì)全球化的今天,各企業(yè)處在激烈的市場競爭中,當(dāng)市場機(jī)會來臨時,并購成為企業(yè)獲得戰(zhàn)略競爭力的一種新的重要的戰(zhàn)略手段。在全球經(jīng)歷五次并購浪潮以后,并購不再是單單為了獲得投機(jī)性收益,不再盲目追求業(yè)務(wù)的多元化經(jīng)營,而是希望通過并購帶來的協(xié)調(diào)效應(yīng)和企業(yè)核心競爭力的增強(qiáng)來實現(xiàn)企業(yè)的長期競爭優(yōu)勢,“戰(zhàn)略并購”成為并購浪潮的重要特征。很多企業(yè)通過并購的方式來實現(xiàn)產(chǎn)品的拓展、大公司規(guī)模、提高人力成本優(yōu)勢、增加市場份額以規(guī)避風(fēng)險、轉(zhuǎn)嫁產(chǎn)業(yè)危機(jī)、化解債務(wù)和提高公司在同行業(yè)的競爭力。世界涂料工業(yè)也同樣以這種方式進(jìn)行發(fā)展,為強(qiáng)化公司能夠在某個產(chǎn)品市場領(lǐng)域的競爭優(yōu)勢和能力,實現(xiàn)公司的全球化經(jīng)營目標(biāo),一些涂料大公司也在不斷通過資金或技術(shù)等注入的方式相互兼并和收購。21世紀(jì)初開始,收購、合資或技術(shù)轉(zhuǎn)讓已成為涂料企業(yè)發(fā)展途徑的主旋律。無論是國內(nèi)還是國外都在不斷上演著收購與被收購的故事。中國的涂料業(yè)也在經(jīng)歷著一場前所未有大規(guī)模的洗牌,并購與被并購是涂料界在近幾年中一直熱議的話題。美國M涂料公司也在涂料市場白熱化的競爭中,于2006年收購了中國國內(nèi)涂料界具有領(lǐng)導(dǎo)地位的民族企業(yè)廣東N有限公司。該并購案對國內(nèi)涂料中小企業(yè)帶來了巨大的震動,M涂料和N的強(qiáng)強(qiáng)聯(lián)手是否可以實現(xiàn)M在中國涂料市場的戰(zhàn)略目標(biāo)?抑或是并購后的N淡出領(lǐng)導(dǎo)地位歷史舞臺的開端?M并購N后的發(fā)展將對國內(nèi)涂料界的發(fā)展對涂料界具有非常重要的借鑒意義。本文在闡述國內(nèi)外相關(guān)理論的基礎(chǔ)上,從人力資源整合、文化整合、組織結(jié)構(gòu)三個緯度,對美國M涂料并購廣東N后管理整合中存在的問題進(jìn)行分析,并在此基礎(chǔ)上探討并購后有效整合的解決方案。
[Abstract]:In today's economic globalization, enterprises are in fierce market competition, when the market opportunities come, mergers and acquisitions become a new important strategic means for enterprises to obtain strategic competitiveness. After five waves of mergers and acquisitions around the world, mergers and acquisitions are no longer just for the sake of speculative profits, nor do they blindly pursue diversification of business. It is hoped that the long-term competitive advantage of enterprises will be realized through the coordination effect brought by M & A and the enhancement of the core competence of enterprises. Strategic M & A has become an important feature of M & A wave. Many enterprises through M & A to achieve product expansion, large company size, improve the advantage of human costs, increase market share to avoid risks, transfer the industrial crisis, resolve debt and improve the competitiveness of the same industry. The world paint industry is also developing in this way, in order to enhance the competitive advantage and ability of the company in a certain product market, and to realize the goal of global operation of the company. Some large paint companies have been merging and acquiring each other through capital or technology injection. Since the beginning of the 21st century, acquisition, joint venture or technology transfer has become the main theme of the development of paint enterprises. Both domestic and foreign are constantly staged the story of acquisition and acquisition. China's paint industry is also experiencing an unprecedented large-scale reshuffle, M & A and M & A has been a hot topic in the coatings industry in recent years. In the fierce competition in the paint market, American M paint Company acquired Guangdong N Co., a leading national enterprise in China in 2006. The acquisition of domestic paint small and medium-sized enterprises brought a huge shock to the M coating and the strong and strong of N can achieve M in the Chinese paint market strategic objectives? Or the beginning of N fading out of the leading position after M & A. The development of M M after M M M N will be very important for the development of domestic coatings industry. On the basis of expounding the relevant theories at home and abroad, this paper analyzes the problems existing in the management integration after M coating M M M acquires Guangdong N from three latitudes of human resources integration, cultural integration and organizational structure. And on this basis to explore the effective integration after the merger and acquisition of the solution.
【學(xué)位授予單位】：西南交通大學(xué)
【學(xué)位級別】：碩士
【學(xué)位授予年份】：2014
【分類號】：F271;F416.7

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