国内企业横向并购中的管理整合研究
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摘要
20世纪90年代以来,受全球范围内的产业升级和经济一体化的影响企业并购规模和数量一直呈上升趋势,全球的并购活动处于前所未有的增长态势。与世界范围的企业并购浪潮同步,我国企业的并购活动也日益频繁,许多大企业的并购行为成为引人注目的经济现象。然而,在复杂的经济环境中,并购并不是简单的企业合并、联合或拆分,而是一个复杂的科学的以资本连接为纽带,通过多角度、全方位的并购与并购后整合,来提升企业竞争力的系统运作过程。国内外每年都有大量的并购案例发生但成功率却不高,与企业并购的战略期望相比,很多企业并购后没有或部分没有达到预期目标的要求。探究并购失败或付出高昂代价的根本原因就是并购后的整合不力,使得并购企业与目标企业在战略、组织、管理人员和文化等方面的匹配性出了问题。本文就是针对现实中企业并购后在要素整合中存在的问题,着眼于并购后新企业的整体竞争力提高而展开的研究。本文共有六章。
第一章,绪论。主要介绍了本文的研究背景;理论意义以及实践中的意义;文章的研究方法。
第二章,相关概念界定。界定了本研究中出现的概念——并购和管理整合:并购方面主要是界定了并购的概念,动机理论综述和并购分类研究,并重点介绍了横向并购的特点;管理整合部分主要界定了整合的概念和步骤,并进一步从人力资源角度界定了管理整合的概念。
第三章,文献综述。通过文献综述,概括了前人研究过的并购整合中存在的问题,并且概述了在并购整合中,战略、组织、人力资源、制度和文化这五要素如何进行整合。
第四章,案例介绍。介绍了本文研究的案例——包括S啤酒的发展历程,并购历程和具体并购大港啤酒公司的案例。
第五章,案例分析。通过S啤酒公司并购过程中遇到的种种问题,分析并购后S公司如何通过并购前系统地思考了企业的发展战略,从而寻找到了企业发展的方向和路径,为并购的开展做了良好的铺垫;在并购过程中S公司如何对组织、人力资源、制度体系进行系统整合;并且通过对文化与绩效问题文献的研究,得到了创建优秀文化的方法,分析如何通过整合将优秀的企业文化导入被并购企业。
第六章,总结。介绍了本文的研究结论和研究成果,对本研究不足进行了归纳,并对文章的后续研究提出了建议。
Ever since nineties of the 20th century, the amount and the scale of enterprise’s merger and acquisition (henceforth M&A) have been increasing influenced by industrial improvement and economic globalization all over the world. Compared to the M&A trend world-wild, Chinese enterprise’s M&A activities are so frequent that this kind of activities in some big companies begun to appeal to more and more people. However, in the complex economic environment, M&A is not a simple combination, alliance, or separation, rather, it is a complicated, scientific course which is come into being by means of much capital in many ways to improve the enterprise’s competition. Every year, there are many M&A all over the world, but the rate of the success is not very high. In contrast to the strategic expectations, many enterprises do not meet their original goal. The root–reason of the failure is that the post-merger integration is not good enough which arouse many problems in strategy, organization, management, staff and culture between M&A companies and goal companies. Facing the problems of the integration elements after the post–merger, the paper aims at the improvement of the over-all competition in the new company which is annexed. The thesis consists of seven parts:
The first chapter: The introduction. Mainly introduce the research background of the paper; the theory significance as well as the practice significance; the article research method.
The second chapter: Defined the related conceptions. Define the concept in the paper merger and acquisition management conformity. The merger and acquisition part has mainly defined the merger and acquisition concept, the motive theory summary; the merger and acquisition classification research; and emphasized the crosswise merger and acquisition characteristic. The management conformity part has mainly defined the conformity concept and the step, and has further limited the management conformity concept from the human resources angle.
The third chapter: the literature summarizes. The question which summarized the predecessor to have studied in the merger and acquisition conformity exists, and has outlined in the merger and acquisition conformity, how the strategy, the organization, the human resources, the system and the cultural these five essential factors carry on the conformity.
The fourth chapter: the case introduction. Introduced this article studies case - - including S beer development process, merger and acquisition course and concrete merger and acquisition big port beer company's case.
The fifth chapter: the case analysis. All sorts of questions which meets through the S beer company merger and acquisition process, after analyzing the merger and acquisition, how S Corporation has pondered enterprise's developmental strategy systematically before the merger and acquisition, thus sought for the enterprise development direction and the way, has made the good upholstery for the merger and acquisition development; How in the merger and acquisition process does S Corporation to the organization, the human resources, the institutional framework carry on the system conformity; And through to cultural and the achievements question literature's research, obtained the foundation outstanding culture method, how will analyze the outstanding enterprise culture to induct through the conformity by the merger and acquisition enterprise.
The sixth chapter: The summary. Introduced this article research conclusion and the research results, have carried on the induction insufficient to this research, and put forward the proposal to the article following research.
第一章,绪论。主要介绍了本文的研究背景;理论意义以及实践中的意义;文章的研究方法。
第二章,相关概念界定。界定了本研究中出现的概念——并购和管理整合:并购方面主要是界定了并购的概念,动机理论综述和并购分类研究,并重点介绍了横向并购的特点;管理整合部分主要界定了整合的概念和步骤,并进一步从人力资源角度界定了管理整合的概念。
第三章,文献综述。通过文献综述,概括了前人研究过的并购整合中存在的问题,并且概述了在并购整合中,战略、组织、人力资源、制度和文化这五要素如何进行整合。
第四章,案例介绍。介绍了本文研究的案例——包括S啤酒的发展历程,并购历程和具体并购大港啤酒公司的案例。
第五章,案例分析。通过S啤酒公司并购过程中遇到的种种问题,分析并购后S公司如何通过并购前系统地思考了企业的发展战略,从而寻找到了企业发展的方向和路径,为并购的开展做了良好的铺垫;在并购过程中S公司如何对组织、人力资源、制度体系进行系统整合;并且通过对文化与绩效问题文献的研究,得到了创建优秀文化的方法,分析如何通过整合将优秀的企业文化导入被并购企业。
第六章,总结。介绍了本文的研究结论和研究成果,对本研究不足进行了归纳,并对文章的后续研究提出了建议。
Ever since nineties of the 20th century, the amount and the scale of enterprise’s merger and acquisition (henceforth M&A) have been increasing influenced by industrial improvement and economic globalization all over the world. Compared to the M&A trend world-wild, Chinese enterprise’s M&A activities are so frequent that this kind of activities in some big companies begun to appeal to more and more people. However, in the complex economic environment, M&A is not a simple combination, alliance, or separation, rather, it is a complicated, scientific course which is come into being by means of much capital in many ways to improve the enterprise’s competition. Every year, there are many M&A all over the world, but the rate of the success is not very high. In contrast to the strategic expectations, many enterprises do not meet their original goal. The root–reason of the failure is that the post-merger integration is not good enough which arouse many problems in strategy, organization, management, staff and culture between M&A companies and goal companies. Facing the problems of the integration elements after the post–merger, the paper aims at the improvement of the over-all competition in the new company which is annexed. The thesis consists of seven parts:
The first chapter: The introduction. Mainly introduce the research background of the paper; the theory significance as well as the practice significance; the article research method.
The second chapter: Defined the related conceptions. Define the concept in the paper merger and acquisition management conformity. The merger and acquisition part has mainly defined the merger and acquisition concept, the motive theory summary; the merger and acquisition classification research; and emphasized the crosswise merger and acquisition characteristic. The management conformity part has mainly defined the conformity concept and the step, and has further limited the management conformity concept from the human resources angle.
The third chapter: the literature summarizes. The question which summarized the predecessor to have studied in the merger and acquisition conformity exists, and has outlined in the merger and acquisition conformity, how the strategy, the organization, the human resources, the system and the cultural these five essential factors carry on the conformity.
The fourth chapter: the case introduction. Introduced this article studies case - - including S beer development process, merger and acquisition course and concrete merger and acquisition big port beer company's case.
The fifth chapter: the case analysis. All sorts of questions which meets through the S beer company merger and acquisition process, after analyzing the merger and acquisition, how S Corporation has pondered enterprise's developmental strategy systematically before the merger and acquisition, thus sought for the enterprise development direction and the way, has made the good upholstery for the merger and acquisition development; How in the merger and acquisition process does S Corporation to the organization, the human resources, the institutional framework carry on the system conformity; And through to cultural and the achievements question literature's research, obtained the foundation outstanding culture method, how will analyze the outstanding enterprise culture to induct through the conformity by the merger and acquisition enterprise.
The sixth chapter: The summary. Introduced this article research conclusion and the research results, have carried on the induction insufficient to this research, and put forward the proposal to the article following research.
引文
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[2]Chu-josey yuen may. A system engineering framework:Integrating the balance model to knowledge management across organization, proquest 2002
[3]Mirvis,P.H. and Marks, M. L., 1992, Managing the Merger: Making it work, New York: Simon&Schuster Inc.
[4]P.S Sudarsanam.The essence of mergers and acquisition(M).Pretice Hall Europe,1995
[5]董红霞,2006 年,《美国欧盟横向并购指南研究》,中国经济出版社
[6]菲利普?米尔韦斯,米切尔?马克斯,《兼并管理》,华夏出版社,1999 年 1 月第一版
[7]弗雷德?威斯顿(J.Fred Weston),萨缪尔?C?韦弗(Samuel C.Weaver)著;周绍妮,《并购与收购》 张秋生译,2003,中国财政经济出版社
[8]付亚和,2003,《工作分析》,复旦大学出版社
[9]顾馨耘,2006,《企业兼并后的组织整合》,《商业时代》,第 2 期
[10]何艳桃,王礼力,2005,《基于核心竞争力培育的并购后管理整合浅析》,西北农林科技大学学报(社会科学版),第 1 期
[11]黄建成,王从伟,1997,《企业并购后的管理组织整合》,《华东经济管理》,第 1 期
[12]蒋泽中著,2004 年 2 月,《企业收购与兼并》,中国人民大学出版社
[13]鞠颂东,2000,《国有企业兼并重组:期望与偏差》,社会科学文献出版社
[14]科特、郝斯克特著,曾中等译,1997,《企业文化与经营业绩》,华夏出版社
[15]李安民著,2007,《企业并购失败的文化深层分析》,中国社会科学出版社
[16]米切尔?李?马克斯著,2004 年,《复苏——公司如何走出合并、收购、裁员的困境》,中信出版社
[17]理查德·L 达夫特著,王凤彬,张秀萍译,2003 年,《组织理论与设计》,清华大学出版社
[18]李道国,2001,《企业购并策略和案例分析》,中国农业出版社
[19]李显君,2004,《关于管理整合的初步研究》,《中国软科学》,第 4 期
[20]李颖庆,2000,《企业并购后如何实施人力资源整合管理》,《中国人力资源管理开发》,第 6 期
[21]廖泉文,李鸿波在,2003,《企业并购的文化整合动因、障碍分析及其模式选择》《管理科学》,第 1 期
[22]刘红霞,韩嫄,2003,《企业并购模式的比较分析》,《财经理论与实践》,第 3 期
[23]卢现祥,2003,《西方新制度经济学》,中国发展出版社
[24]斯蒂芬·P·罗宾斯著,黄卫伟、孙健敏等译,1997,《管理学》,中国人民大学出版社,第四版
[25]斯蒂芬·P·罗宾斯著,孙健敏、李原等译,1997,《组织行为学》,中国人民大学出版社,第七版
[26]罗瑾琏,2001,《企业人力资源整合策略的形成方法与过程研究》,《人类工效学》,第 2 期
[27]马克 N.克莱门特、大卫 S.格林斯潘著,王华玉译,2003,《并购制胜战略》,,机械工业出版社
[28]彭建峰,2003,《人力资源管理概论》,复旦大学出版社
[29]P.普里切特,D.鲁宾逊,《并购之后如何管理被收购公司》,中信出版社,1999 年第一版
[30]蒲军,周扬,2005,《企业并购后的人力资源整合》,《企业活力》,第 7 期
[31]齐艳秋,2001,《论购并后整合战略》,外国经济与管理,第 9 期
[32]石伟,2003,《企业文化》,复旦大学出版社
[33]斯坦利·福斯特·里德,亚力山德拉?里德?拉杰科斯著,叶蜀君,郭丽华译,《并购的艺术——整合》,2001,中国财政经济出版社
[34]唐纳德·德帕姆菲利斯(Donald Depamphilis)著黄瑞蓉、罗雨泽译,2004,《兼并、收购和重组》,机械工业出版社
[35]王春、齐艳秋,2001,《企业购并动机理论研究》,外国经济与管理,第 6期
[36]王巍,康荣平主编,2001,《中国并购报告》,中国物资出版社
[37]王习农,2005,《跨国并购中的企业与政府》,中国经济出版社
[38]王莹,2006 年,《从 S 公司看中国啤酒行业并购中的人力资源整合》,人民大学硕士毕业论文
[39]魏江,2002,《基于核心能力的企业购并后整合管理》,《科学管理研究》,第 1 期
[40]魏江、王长征,2002,《企业并购整合——基于企业能力论的一个综合性理论分析框架》,武汉大学出版社
[41]文跃然,2003,《薪酬管理》,复旦大学出版社
[42]谢明亮,2005,《人力资源整合,企业并购整合的突破口中》,《理论期刊》,第 3 期
[43]许玉林,2003,《组织设计与管理》,复旦大学出版社
[44]杨洁,2004,《企业并购整合研究》,吉林大学博士毕业论文
[45]杨洁、刘家顺,2006,《企业并购后整合系统探析》,《商业研究》,第 6 期
[46]颜士梅,2003,《战略人力资源管理》,经济管理出版社
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[49]张晶,左洪亮,2007,《企业兼并过程中的人力资源整合原则》,《能源技术与管理》,第 3 期
[50]张越,2006,《公司并购中的人力资源整合》,厦门大学硕士毕业论文
[51]郑海航,1999,《我国企业兼并存在的问题和建议》,《中国工业经济》,第 5期
[2]Chu-josey yuen may. A system engineering framework:Integrating the balance model to knowledge management across organization, proquest 2002
[3]Mirvis,P.H. and Marks, M. L., 1992, Managing the Merger: Making it work, New York: Simon&Schuster Inc.
[4]P.S Sudarsanam.The essence of mergers and acquisition(M).Pretice Hall Europe,1995
[5]董红霞,2006 年,《美国欧盟横向并购指南研究》,中国经济出版社
[6]菲利普?米尔韦斯,米切尔?马克斯,《兼并管理》,华夏出版社,1999 年 1 月第一版
[7]弗雷德?威斯顿(J.Fred Weston),萨缪尔?C?韦弗(Samuel C.Weaver)著;周绍妮,《并购与收购》 张秋生译,2003,中国财政经济出版社
[8]付亚和,2003,《工作分析》,复旦大学出版社
[9]顾馨耘,2006,《企业兼并后的组织整合》,《商业时代》,第 2 期
[10]何艳桃,王礼力,2005,《基于核心竞争力培育的并购后管理整合浅析》,西北农林科技大学学报(社会科学版),第 1 期
[11]黄建成,王从伟,1997,《企业并购后的管理组织整合》,《华东经济管理》,第 1 期
[12]蒋泽中著,2004 年 2 月,《企业收购与兼并》,中国人民大学出版社
[13]鞠颂东,2000,《国有企业兼并重组:期望与偏差》,社会科学文献出版社
[14]科特、郝斯克特著,曾中等译,1997,《企业文化与经营业绩》,华夏出版社
[15]李安民著,2007,《企业并购失败的文化深层分析》,中国社会科学出版社
[16]米切尔?李?马克斯著,2004 年,《复苏——公司如何走出合并、收购、裁员的困境》,中信出版社
[17]理查德·L 达夫特著,王凤彬,张秀萍译,2003 年,《组织理论与设计》,清华大学出版社
[18]李道国,2001,《企业购并策略和案例分析》,中国农业出版社
[19]李显君,2004,《关于管理整合的初步研究》,《中国软科学》,第 4 期
[20]李颖庆,2000,《企业并购后如何实施人力资源整合管理》,《中国人力资源管理开发》,第 6 期
[21]廖泉文,李鸿波在,2003,《企业并购的文化整合动因、障碍分析及其模式选择》《管理科学》,第 1 期
[22]刘红霞,韩嫄,2003,《企业并购模式的比较分析》,《财经理论与实践》,第 3 期
[23]卢现祥,2003,《西方新制度经济学》,中国发展出版社
[24]斯蒂芬·P·罗宾斯著,黄卫伟、孙健敏等译,1997,《管理学》,中国人民大学出版社,第四版
[25]斯蒂芬·P·罗宾斯著,孙健敏、李原等译,1997,《组织行为学》,中国人民大学出版社,第七版
[26]罗瑾琏,2001,《企业人力资源整合策略的形成方法与过程研究》,《人类工效学》,第 2 期
[27]马克 N.克莱门特、大卫 S.格林斯潘著,王华玉译,2003,《并购制胜战略》,,机械工业出版社
[28]彭建峰,2003,《人力资源管理概论》,复旦大学出版社
[29]P.普里切特,D.鲁宾逊,《并购之后如何管理被收购公司》,中信出版社,1999 年第一版
[30]蒲军,周扬,2005,《企业并购后的人力资源整合》,《企业活力》,第 7 期
[31]齐艳秋,2001,《论购并后整合战略》,外国经济与管理,第 9 期
[32]石伟,2003,《企业文化》,复旦大学出版社
[33]斯坦利·福斯特·里德,亚力山德拉?里德?拉杰科斯著,叶蜀君,郭丽华译,《并购的艺术——整合》,2001,中国财政经济出版社
[34]唐纳德·德帕姆菲利斯(Donald Depamphilis)著黄瑞蓉、罗雨泽译,2004,《兼并、收购和重组》,机械工业出版社
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