国有企业并购后的组织结构整合研究
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摘要
随着我国经济体制改革的不断深入,一批早已失去活力的国有企业在市场经济的冲击下,经营活动形成了不良循环甚至陷入困境,国有企业出路何在?在我国经济转型时期,并购已经成为我国深化国企改革,对国有经济实施战略性重组的重要手段。
然而与少数振奋人心的并购案例相比,企业并购的成功率并不高。大量事实和研究表明,导致这种状况的一个极其重要的原因就是企业往往注重了并购时的资本运作和账面操作,而相对忽略了包括组织结构整合在内的并购后的企业整合,而并购后的整合尤其是组织机构整合又在很大程度上决定着并购的成败。本文正是基于这一出发点,对国有企业并购后的组织结构整合进行了较为详尽的探讨,并针对我国国有企业并购后的组织结构整合现状及存在的问题提出了一些对策和建议,希望能对我国国有企业的并购有一定的参考作用。
本文在阐述企业并购及并购整合相关理论的基础上,首先从企业并购的动因出发,结合我国特定时期的制度环境,对我国国有企业并购后组织结构整合中存在的问题进行了分析;然后探讨了我国国有企业并购后组织结构整合的影响因素、组织结构整合的内容以及组织结构整合的模式,对我国国有企业并购后组织结构整合提出了的若干政策性建议;最后,以江西南昌凯马有限公司为例分析了国有企业并购重组后组织结构的整合过程,以期提高我国国有企业对并购整合阶段组织结构整合重要性的认识,明确组织结构整合的要点,提高企业并购后组织结构整合的绩效。
The shift from the central planed economic system to the socialist market economic system has given a great impetus to the reform of economic system.But on the other hand,a number of the state-owned enterprises(abbreviated as SOEs) ran into difficulties and some even ran into bad circulation of their operation. Is there any way out for the SOEs? M&A has been the major means to deepen the reform of state-owned enterprise and quicken the strategic recompose of state eocnomy when our govemment change the economical developmental model.
However,compared with a few inspiring M&A cases, the rate of sueeessful M&A is not high in china. A large number of fact and research indicate that little attention is paid to oranization integration including organizational structure integration after M&A while too much is paid to assets operation and account adjustment. But integration after M&A especially organizational structure integration has determined the success or failure of M&A to a great extent. this text is exactly based on this starting point, has carried on the comparatively exhaustive discussion to the institutional framework integration after the state-owned enterprise merged, and has proposed some countermeasures and suggestions to institutional framework integration current situation and existing problem after merge in the state-owned enterprise of our countrying, hope that there is certain reference function on the merger of the state-owned enterprise of our country.
This text is on the basis of explaining enterprises merge and merge and combine relevant theories, proceed from reason that enterprises merge at first, combine the system environment of the particular period of our country, the problem that institutional framework existed when combined has been analyzed after to that the state-owned enterprise of our country merged; Then probe into the content that influence factor, institutional framework that institutional framework combines combine and mode that the institutional framework combine after the state-owned enterprise of our country merges, institutional framework combines several policy suggestions put forward after to that the state-owned enterprise of our country merges; Finally, took triumphant Ma Co., Ltd. of Nanchang in Jiangxi as an example and analyzed the state-owned enterprise merge the integration course of institutional framework after recombinatings, in the hope of improving the understanding of the importance of merge and combining the institutional framework of stage and combining of state-owned enterprise of our country, define the main point that institutional framework combines, improve the performance that institutional framework combines after enterprises merge.
然而与少数振奋人心的并购案例相比,企业并购的成功率并不高。大量事实和研究表明,导致这种状况的一个极其重要的原因就是企业往往注重了并购时的资本运作和账面操作,而相对忽略了包括组织结构整合在内的并购后的企业整合,而并购后的整合尤其是组织机构整合又在很大程度上决定着并购的成败。本文正是基于这一出发点,对国有企业并购后的组织结构整合进行了较为详尽的探讨,并针对我国国有企业并购后的组织结构整合现状及存在的问题提出了一些对策和建议,希望能对我国国有企业的并购有一定的参考作用。
本文在阐述企业并购及并购整合相关理论的基础上,首先从企业并购的动因出发,结合我国特定时期的制度环境,对我国国有企业并购后组织结构整合中存在的问题进行了分析;然后探讨了我国国有企业并购后组织结构整合的影响因素、组织结构整合的内容以及组织结构整合的模式,对我国国有企业并购后组织结构整合提出了的若干政策性建议;最后,以江西南昌凯马有限公司为例分析了国有企业并购重组后组织结构的整合过程,以期提高我国国有企业对并购整合阶段组织结构整合重要性的认识,明确组织结构整合的要点,提高企业并购后组织结构整合的绩效。
The shift from the central planed economic system to the socialist market economic system has given a great impetus to the reform of economic system.But on the other hand,a number of the state-owned enterprises(abbreviated as SOEs) ran into difficulties and some even ran into bad circulation of their operation. Is there any way out for the SOEs? M&A has been the major means to deepen the reform of state-owned enterprise and quicken the strategic recompose of state eocnomy when our govemment change the economical developmental model.
However,compared with a few inspiring M&A cases, the rate of sueeessful M&A is not high in china. A large number of fact and research indicate that little attention is paid to oranization integration including organizational structure integration after M&A while too much is paid to assets operation and account adjustment. But integration after M&A especially organizational structure integration has determined the success or failure of M&A to a great extent. this text is exactly based on this starting point, has carried on the comparatively exhaustive discussion to the institutional framework integration after the state-owned enterprise merged, and has proposed some countermeasures and suggestions to institutional framework integration current situation and existing problem after merge in the state-owned enterprise of our countrying, hope that there is certain reference function on the merger of the state-owned enterprise of our country.
This text is on the basis of explaining enterprises merge and merge and combine relevant theories, proceed from reason that enterprises merge at first, combine the system environment of the particular period of our country, the problem that institutional framework existed when combined has been analyzed after to that the state-owned enterprise of our country merged; Then probe into the content that influence factor, institutional framework that institutional framework combines combine and mode that the institutional framework combine after the state-owned enterprise of our country merges, institutional framework combines several policy suggestions put forward after to that the state-owned enterprise of our country merges; Finally, took triumphant Ma Co., Ltd. of Nanchang in Jiangxi as an example and analyzed the state-owned enterprise merge the integration course of institutional framework after recombinatings, in the hope of improving the understanding of the importance of merge and combining the institutional framework of stage and combining of state-owned enterprise of our country, define the main point that institutional framework combines, improve the performance that institutional framework combines after enterprises merge.
引文
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[2]P C Haspeslagh,D.Bjemison.Acquisition Integration:Creating the Atmosphere for Value Creation[J],The Management of Corporate Acquisition,The Maemillan Press LTD.1994
[3]Birkinshaw,Bresman,Hakanson.Managnig the Post- acquisition Integration Pocress:How the Human Integration and Task Integration Proeess Interact to Foster Value Creation[M],Journal of Managmenet Studies,2000,37(3):395-425
[4]陈重.公司重组与管理整合,企业管理出版社,2001
[5]王长征.企业并购整合[M],武汉大学出版社,2002
[6]郑海航.中国企业并购研究[M],经济管理出版社,1998
[7]哈罗德.孔茨,海因茨.韦里克.管理学[M],张晓君等译,经济科学出版社,1998
[8]陈洁.并购后的文化整合[J],阿坝师范高等专科学校学报,2005(6)
[9]齐艳秋等.论并购后整合战略[J],外国经济与管理,2001(9)
[10]迈克尔.波特:竞争战略,竞争优势[M],陈小悦译,华夏出版社,1997
[11]王坷,张晓东.谈企业并购后的整合管理[J],经济师,2000(9),27-28
[12]J.弗雷像,威斯通、S.郑光和苏姗.E.侯格.兼并、重组与公司控制[M],唐旭译,经济科学出版,1998
[13]AlanJ.Auerbaeh.Mergers andAcquitions[M],The University of Chicago Press,1988
[14]陈慧琴.中国上市公司资产重组问题研究[M],上海财经大学出版社,2005
[15]干春晖等.企业并购理论与实务[M],立信会计出版社,1999
[16]张友良.国有企业资产重组存在的问题及对策,湖湘论坛,2000(2)
[17]杨洁、辛志纯.国有企业战略性改组操作实务[M],企业管理出版社,2001
[18]刘朝臣、张菊.试论企业组织结构设计与权变[J],乡镇经济研究,1998(1)
[19]P·S·萨德沙拉姆.兼并与收购[M],胡海峰译,中信出版社,1998
[20]刘孟骤.企业改革:组织结构与组织理论革命[J],暨南学报(哲学社会科学),1994(4)
[21]吴晓求.公司并购原理[M],中国人民大学出版社,2002
[22]陈维政.资产重组,西南财经大学出版社[M],1997
[23]周三多.管理学-原理与方法[M],复旦大学出版社,2004,388-389
[24]P.普里切特等.并购之后如何整合被收购公司[M],凌晓萍译,中信出版社,1999
[25]时培芬.我国国有企业现有组织结构的弊端分析,科技信息,2006年7月
[26]黄超,张开华.企业并购后的文化整合[J],经济研究导刊,2006(5)
[27]黄速建等.并购后整合:企业并购成败的关键因素[J],经济管理,2003(15)
[28]陈济生等.不会整合就别并购[J],经济理论与经济管理,2003(2)
[29]薛有志.并购与企业高成长[M],南开大学出版社,2004
[30]梅君.重组理论与中国的实践[J],经济理论与经济管理,2003(4)
[31]黄泰岩.不整合就别并购[J],经济理论与经济管理,2003(2)
[32]陈志光.现代企业概论[M],当代中国出版社,1997
[33]王海宽.企业并购后的组织整合研究[D],河北工业大学,2004
[34]陈浩,屠文娟.浅谈企业并购中的组织整合[J],企业经济,2004(1)
[35]朱宝宪.中国并购评论[M],清华大学出版社,2003
[36]胡玲.企业并购后整合[J],中国社会科学院中国期刊网,2003
[36]秦剑.企业并购的战略整合[J],财经科学,2005(5)
[37]吴志军.企业并购失败的原因分析[J],当代财经,2004(12)
[38]冯广森.杨建梅.企业组织结构的演变研究[J],科技进步与对策,2001(12)
[39]达夫特.组织理论与设计[M],清华大学出版社,2008年版,129-135,552
[40]冯胜利,徐连英.面向网络经济的组织结构设计[J],北方论丛,2003(2).
[41][美)彼得·圣吉.第五项修炼-学习型组织的艺术与实务[M],上海三联书店,1997
[42]戴丽萍,何庆明.企业组织结构演变研究[J],经济问题探索,2004(9)
[43]Sudarsanam.The essence of mergers and acquisitions.Prentice Hall Europe[J],1995(5)
[44]徐波.第五次企业并购浪潮及对我国经济影响的研究[M],中国商务出版社,2004
[45]黄 勇.试论企业整合重组[J],企业经济,2001(10)
[46]于建国.国外企业收购与兼并[M],上海人民出版社,1998
[47]张金鑫,王方,张秋生.并购整合研究综述,商业研究,2005(9)
[48]杨洁,辛志纯.企业重组论[M],经济管理出版社,1997
[49]罗伯特J.博尔盖塞,伯罗F.博尔盖塞.并购从计划到整合[M],伍旭川、王芬等译,机械工业出版社,2004
[50]财政部企业司编.企业改制重组运作与管理[M],经济科学出版社,2004
[51]黄速建等.并购后整合:企业并购成败的关键因素[J],经济管理,2003(15)
[52]王一.企业并购理论及其在中国的应用[M],复旦大学出版社,2000
[53]魏成龙.企业产权交易与重组[M],中国经济出版社,2003
[2]P C Haspeslagh,D.Bjemison.Acquisition Integration:Creating the Atmosphere for Value Creation[J],The Management of Corporate Acquisition,The Maemillan Press LTD.1994
[3]Birkinshaw,Bresman,Hakanson.Managnig the Post- acquisition Integration Pocress:How the Human Integration and Task Integration Proeess Interact to Foster Value Creation[M],Journal of Managmenet Studies,2000,37(3):395-425
[4]陈重.公司重组与管理整合,企业管理出版社,2001
[5]王长征.企业并购整合[M],武汉大学出版社,2002
[6]郑海航.中国企业并购研究[M],经济管理出版社,1998
[7]哈罗德.孔茨,海因茨.韦里克.管理学[M],张晓君等译,经济科学出版社,1998
[8]陈洁.并购后的文化整合[J],阿坝师范高等专科学校学报,2005(6)
[9]齐艳秋等.论并购后整合战略[J],外国经济与管理,2001(9)
[10]迈克尔.波特:竞争战略,竞争优势[M],陈小悦译,华夏出版社,1997
[11]王坷,张晓东.谈企业并购后的整合管理[J],经济师,2000(9),27-28
[12]J.弗雷像,威斯通、S.郑光和苏姗.E.侯格.兼并、重组与公司控制[M],唐旭译,经济科学出版,1998
[13]AlanJ.Auerbaeh.Mergers andAcquitions[M],The University of Chicago Press,1988
[14]陈慧琴.中国上市公司资产重组问题研究[M],上海财经大学出版社,2005
[15]干春晖等.企业并购理论与实务[M],立信会计出版社,1999
[16]张友良.国有企业资产重组存在的问题及对策,湖湘论坛,2000(2)
[17]杨洁、辛志纯.国有企业战略性改组操作实务[M],企业管理出版社,2001
[18]刘朝臣、张菊.试论企业组织结构设计与权变[J],乡镇经济研究,1998(1)
[19]P·S·萨德沙拉姆.兼并与收购[M],胡海峰译,中信出版社,1998
[20]刘孟骤.企业改革:组织结构与组织理论革命[J],暨南学报(哲学社会科学),1994(4)
[21]吴晓求.公司并购原理[M],中国人民大学出版社,2002
[22]陈维政.资产重组,西南财经大学出版社[M],1997
[23]周三多.管理学-原理与方法[M],复旦大学出版社,2004,388-389
[24]P.普里切特等.并购之后如何整合被收购公司[M],凌晓萍译,中信出版社,1999
[25]时培芬.我国国有企业现有组织结构的弊端分析,科技信息,2006年7月
[26]黄超,张开华.企业并购后的文化整合[J],经济研究导刊,2006(5)
[27]黄速建等.并购后整合:企业并购成败的关键因素[J],经济管理,2003(15)
[28]陈济生等.不会整合就别并购[J],经济理论与经济管理,2003(2)
[29]薛有志.并购与企业高成长[M],南开大学出版社,2004
[30]梅君.重组理论与中国的实践[J],经济理论与经济管理,2003(4)
[31]黄泰岩.不整合就别并购[J],经济理论与经济管理,2003(2)
[32]陈志光.现代企业概论[M],当代中国出版社,1997
[33]王海宽.企业并购后的组织整合研究[D],河北工业大学,2004
[34]陈浩,屠文娟.浅谈企业并购中的组织整合[J],企业经济,2004(1)
[35]朱宝宪.中国并购评论[M],清华大学出版社,2003
[36]胡玲.企业并购后整合[J],中国社会科学院中国期刊网,2003
[36]秦剑.企业并购的战略整合[J],财经科学,2005(5)
[37]吴志军.企业并购失败的原因分析[J],当代财经,2004(12)
[38]冯广森.杨建梅.企业组织结构的演变研究[J],科技进步与对策,2001(12)
[39]达夫特.组织理论与设计[M],清华大学出版社,2008年版,129-135,552
[40]冯胜利,徐连英.面向网络经济的组织结构设计[J],北方论丛,2003(2).
[41][美)彼得·圣吉.第五项修炼-学习型组织的艺术与实务[M],上海三联书店,1997
[42]戴丽萍,何庆明.企业组织结构演变研究[J],经济问题探索,2004(9)
[43]Sudarsanam.The essence of mergers and acquisitions.Prentice Hall Europe[J],1995(5)
[44]徐波.第五次企业并购浪潮及对我国经济影响的研究[M],中国商务出版社,2004
[45]黄 勇.试论企业整合重组[J],企业经济,2001(10)
[46]于建国.国外企业收购与兼并[M],上海人民出版社,1998
[47]张金鑫,王方,张秋生.并购整合研究综述,商业研究,2005(9)
[48]杨洁,辛志纯.企业重组论[M],经济管理出版社,1997
[49]罗伯特J.博尔盖塞,伯罗F.博尔盖塞.并购从计划到整合[M],伍旭川、王芬等译,机械工业出版社,2004
[50]财政部企业司编.企业改制重组运作与管理[M],经济科学出版社,2004
[51]黄速建等.并购后整合:企业并购成败的关键因素[J],经济管理,2003(15)
[52]王一.企业并购理论及其在中国的应用[M],复旦大学出版社,2000
[53]魏成龙.企业产权交易与重组[M],中国经济出版社,2003