企业跨国并购后不同整合阶段控制机制选择——以北京四维-约翰逊公司为例

Research on Control Mechanism at Different Integration Stages after the Cross-border M&A——Taking the Beijing Four Dimension-Johnson as an Example

结合控制机制理论和整合阶段模型分析了跨国并购后整合的不同阶段并购企业对被并购企业的控制机制的选择,进而通过对北京四维—约翰逊公司的案例研究提出三个命题。第一,在并购后动荡阶段,以稳定员工为主要阶段目标的子公司,母公司对子公司更倾向于文化控制;第二,在运营变革阶段,以整合资源为主要阶段目标的子公司,母公司对子公司更倾向于行为控制;第三,在稳定发展阶段,以提高盈利水平为主要阶段目标的子公司,母公司对子公司倾向于结果控制。

This paper combines the control mechanism theory and integration stages model to analyze the choice of control mechanism which the MA enterprise takes on the target enterprise at different integration stages after the cross-border MA.It takes the Beijing Four Dimension-Johnson as a case to propose three propositions： first,the parent company is inclined to take the culture control mechanism on the subsidiary at the turbulent stage with the goal of stabilizing employees;second,the parent company is inclined to take the behavior control mechanism on the subsidiary at the operation integration stage with the goal of integrating the resources;third,the parent company is inclined to take the result control mechanism on the subsidiary at the steady progression stage with the goal of raising the profit.