企业并购文化整合之诚心、虚心、信心、恒心

当今世界企业文化已成为企业核心竞争力的重要组成部分,而并购后企业进行文化整合是现代企业管理中构筑企业核心竞争力的关键步骤之一,同时也是整个企业并购实施中最重要和最难以把握的环节。人要成功必须具备诚心、虚心、信心、恒心,企业也一样,在进行并购时诚心、虚心、信心、恒心必不可少。文章以诚心、虚心、信心、恒心为导火线,对我国企业并购文化整合方面存在的问题如文化整合形式化、文化整合无员工参与、无文化整合、文化整合固定性和暂时性等进行了详细的分析,并给出了相应的策略和建议,供并购企业进行文化整合时借鉴。

企业文化与民族文化的交互研究——基于企业并购与文化整合的视角

文化的概念源远流长,本文分别总结了企业文化与民族文化的含义与构成,提出了企业发展中因文化距离而产生的跨文化管理。而企业发展的一个重要途径就是并购,并购成功的重要因素在于后期的整合特别是文化整合。对此,本文提出跨国企业文化整合的根本是整合企业经营哲学和价值观,而跨国企业组织和人员整合是企业价值观整合的常用手段,并且平衡的、动态的、长期的企业文化整合有利于并购绩效三个假设。通过两则典型的、成功的跨文化并购案例分析,初步验证了上述假设。最后,根据企业生命周期和发展战略,本文提出了企业文化与民族文化的交互作用模型与跨文化管理的相应对策。

Study on the problems and Coumermeasures of enterprise culture integration in M ＆ A in China

Since the nineteen nineties, Chinese economic grows rapidly. Chinese enterprises have become an important force in the world economic growth. At the same time enterprise growth has been accompanied by M ＆ A, the success ofM ＆ A can bring great leap and growth for the enterprise. As for Chinese enterprise, today is an important period of mergers and acquisitions, but the real success ofM ＆ A is less. Through the analysis of the causes for the failure ofM ＆ A enterprise, some research results suggest the following three reasons are the major. First is the ignoring differences in M ＆ A enterprises culture, second is the cultural conflict between no effective solution for mergers and acquisitions, and the third is not able to integrate the cultural reasonably.