中国汽车企业跨国并购后的文化整合 ——以吉利并购沃尔沃为例

论文摘要

受国际金融危机的影响，国际汽车产业遭受重创，纷纷开始为其旗下的品牌寻找好的买主。而在这种情况下中国的汽车行业迅速发展，2009年中国成为世界第一大汽车生产和消费国，2010年这种优势继续保持。在这良好的国际环境和中国政府政策的支持下，在高端品牌、技术及市场等利益的驱动下，中国车企开始了新一轮的跨国并购，如吉利收购澳大利亚DSI,京西重工收购德尔福，北汽收购萨博，四川滕中收购悍马。然而研究显示，这些收购案例大多没有获取其预期的收购目标，包括2004年上汽收购双龙汽车案例在内。据调查显示，在并购成功的影响因素中文化整合排名第三，但是在并购失败的影响因素中文化差异排名第一，这就说明并购后文化整合的重要性。所以，文化整合也是刚完成并购交易的吉利和沃尔沃面临的最大的挑战。本文将以吉利沃尔沃并购案为例来分析中国汽车企业跨国并购后的文化冲突和文化整合。在本文研究中，作者首先梳理了该领域相关的理论，这为全文奠定了理论基础。然后分析了中国汽车行业的特点、汽车行业跨国并购的特点和挑战，发现文化差异及其文化整合已经成为中国汽车行业并购中面临的最重要的挑战，针对这些特点和挑战，结合汽车行业跨国并购的经典案例分析，作者指出了中国汽车行业跨国并购后文化整合模型选择时应考虑的因素，提出了文化整合的内容。紧接着文章以吉利并购沃尔沃为例，重点从跨文化的角度分析了吉利沃尔沃的文化差异，然后根据前文提出的文化整合模型选择应考虑的因素及文化整合内容，对吉利与沃尔沃文化整合模型的选择、整合的实施提出了具体的建议。

论文目录

• Acknowledgements
• 摘要
• Abstract
• Introduction
• Background of the study
• Purpose and significance of the research
• Research methods of the paper
• Innovative points of the paper
• Chapter 1 Literature review
• 1.1 Theories of culture
• 1.1.1 Theories of national culture
• 1.1.2 Theories of auto industry culture
• 1.1.3 Theories of corporate culture
• 1.2 Theories of M&A
• 1.2.1 Definition of M&A
• 1.2.2 Types and motives of M&A
• 1.2.3 M&A of auto enterprises
• 1.3 Researches on cultural integration after M&A
• 1.3.1 Researches on influence of culture on integration after M&A
• 1.3.2 Researches on cultural integration models after M&A
• 1.3.3 Researches on cultural integration after cross-border M&A of China s automobile enterprises
• Chapter 2 Cultural integration models and contents forcross-border M&A of China’s auto enterprises
• 2.1 The features of China’s auto industry
• 2.2 Characteristics of and challenges for cross-border M&A ofChina’s auto enterprises
• 2.2.1 Characteristics of cross-border M&A of China’s auto enterprises
• 2.2.2 Challenges for China’s auto enterprises for their cross-border M&A
• 2.3 Factors to be considered when choosing cultural integrationmodel for China’s auto enterprises
• 2.3.1 Types of M&A
• 2.3.2 Strength of the acquired culture
• 2.3.3 Degree of the cultural conflicts
• 2.3.4 Labor union and welfare system
• 2.3.5 Achieving synergy effects
• 2.4 Contents and stages of cultural integration for China’s autoenterprises
• 2.4.1 Contents of cultural integration
• 2.4.2 Stages of cultural integration
• Chapter 3 Case analysis of Geely’s acquisition of Volvo
• 3.1 Introduction of the case
• 3.1.1 Acquisition process
• 3.1.2 Motivation and benefits of the acquisition
• 3.1.3 Problems in the acquisition
• 3.2 Possible cultural conflicts after the acquisition
• 3.2.1 National cultural differences between China and Sweden
• 3.2.2 Auto industry cultural differences between China and Sweden
• 3.2.3 Corporate cultural differences between Geely and Volvo
• 3.3 Recommendations for cultural integration between Geely andVolvo
• 3.3.1 Recommendations for the right cultural integration model for Geelyand Volvo
• 3.3.2 Recommendations for implementing cultural integration betweenGeely and Volvo
• Conclusion
• Bibliography