| （摘要内容经过系统自动伪原创处理以避免复制，下载原文正常，德语毕业论文，内容请直接查看目录。） 跟着跨国并购运动的日趋增长和我国引资通道的进一步翻开，外资并购如火如荼，但是胜利的案例其实不多，公司在外资并购中常常只重视国外的本钱和技巧，却疏忽了治理。现实上，德语专业论文，只要治理能力把两者整合起来，当公司把治理才能的培养作为引资重点时，就可以够感性地综不雅并购两边的好坏，发明能够的抵触和协同，进而可以或许经由过程有用地分享和接收外来要素构建起公司的焦点竞争才能。本文以为，这类焦点竞争才能就是计谋管控才能，它可以或许使我国公司以计谋中间型组织的团队力气更好地介入国际竞争，融出世界潮水。本文环绕着计谋中间型组织的构建，容身于治理学的根本准绳，运用实证和比拟、剖析和归结相联合的办法，在有关并购整公道论的基本上，以德国西码半导体企业并购国际华兴企业案例为配景，分离从计谋整合、组织整合、人力资本整合和文明整合四个方面停止体系剖析。在计谋整合部门，起首提出引资并购的计谋目的，随后剖析计谋营业联系关系，为计谋目的的完成供给支撑，组织整合、人力资本整合、文明整合分离为计谋目的的完成供给组织、人力上的支撑和文明上的动力。经由过程外资并购，国际公司能更敏捷更有用地构建起计谋中间型组织，这对一年夜批寻求治理古代化的中国公司来讲具有积极的自创意义。 Abstract: With the increasing growth of cross-border M & A and the further opening of China's capital, foreign investment is in full swing, but the success of the case is not much, the enterprises in foreign mergers and acquisitions often pay attention to foreign capital and skills, but neglect of governance. In reality, as long as the ability to integrate the two, when the enterprise to the management to focus on the cultivation of the key, you can not only get the good integration of the two sides of the merger and acquisition, the invention can be a conflict and collaboration, and then may be useful to share and receive the external factors to build the focus of the enterprise competition. In this paper, the focus of competition is the strategic management and control, it can make our business to strategic organization of the team effort to better participate in international competition, the world tide. This paper surrounds the counsel of the intermediate organization construction, shelter in a management to learn the basic principles of and application of empirical and comparison, analysis and resolution phase joint way, in M & a whole reasonable theory on the basis of, to the West German Code semiconductor company mergers and acquisitions Huaxing international company case as the background, the separation from the strategic integration, organization integration, human capital integration and cultural integration of the four aspects to carry on the system analysis. In the strategic integration department, first of all to propose the strategic purpose of merger and acquisition, and then analyze the strategic business relationship, for the purpose of providing support to complete the strategic objectives, organization integration, human capital integration, cultural integration and separation for the purpose of the strategic objectives of the completion of the supply organization, human support and cultural momentum. Through foreign capital merger and acquisition, the international enterprise can more quickly and more effectively to build up a strategic intermediate organization, which has a positive significance for a large number of Chinese companies seeking to govern the ancient Chinese enterprises. 目录: 1 导论 7-11 1．1 探讨背景及意义 7-8 1．2 相关探讨 8-9 1．3 探讨的思路、措施与框架 9-11 1．3．1 探讨的思路与措施 9 1．3．2 探讨框架 9-11 2 相关理论综述 11-20 2．1 并购的相关概念及类型 11-12 2．1．1 并购的定义 11 2．1．2 公司并购的类型 11-12 2．2 公司并购理论与动因 12-15 2．2．1 效率理论(Efficiency Theory) 13-15 2．2．2 信息与信号理论(Information and Signaling) 15 2．2．3 市场势力理论(Market Power) 15 2．3 跨国并购理论 15-17 2．3．1 跨国并购的理论与动因 15-17 2．3．2 跨国并购的措施 17 2．4 整合管理理论 17-20 2．4．1 组织支持理论 17-18 2．4．2 其它观点 18-20 3 西—华双方概况 20-23 3．1 并购方概况 20-21 3．2 被并购方概况 21-23 4 西—华整合略论 23-51 4．1 战略整合 24-30 4．1．1 战略目标的确定 24-27 4．1．2 战略关联的开发 27-30 4．2 组织与制度整合 30-36 4．2．1 纵向整合 30-32 4．2．2 横向整合 32-35 4．2．3 制度整合 35-36 4．3 人力资源整合 36-44 4．3．1 公司并购后人力资源环境 36-37 4．3．2 员工情感管理 37-41 4．3．3 人力资本留置管理 41-44 4．4 文化整合 44-51 4．4．1 公司文化的概念 45 4．4．2 文化冲突 45-48 4．4．3 价值观的确立与宣传 48-49 4．4．4 制度文化建设 49-51 5 西—华整合中的主要问题及对策 51-56 5．1 西—华整合中的主要问题及原因 51-52 5．1．1 核心员工缺乏人性化管理 51-52 5．1．2 管理制度不健全 52 5．2 西—华整合的对策 52-56 5．2．1 实施人性化管理 52-53 5．2．2 完善管理制度 53-56 6 启示与结论 56-57 致谢 57-58 参考文献 58-59 |
