基于核心能力的企业并购后整合管理

论文摘要

并购作为一种资源优化配置的高效手段,前所未有的被企业广泛采用。然而,越来越多的实践研究表明:并购的成功率并不高。在过去的几十年,许多研究表明企业并购失败的原因主要有:(1)并购前协同效应的过高估计;(2)许多管理者目光短浅,(3)不够重视并购后的整合管理。本论文重点研究影响企业并购成功的内部原因和整合后管理。首先,论文研究企业的并购动机和核心能力理论。然后进行并购前协同效应分析,最后关键对并购后整合管理进行研究。本论文将并购后整合管理分为四个部分,并购后的人力资源管理,组织机制管理,文化管理以及并购后的技术管理。在并购后的整合管理过程中,价值创造可以通过有效的企业竞争力管理实现。本论文根据并购后管理模型分为三个层次:核心层次,要素层次和功能层次。核心层次的主要任务是企业竞争力的管理;要素层次是进行核心层次管理的基础;功能层次是整合后管理的突破口。进而,本论文结合中国企业并购意大利企业的案例,钱江摩托并购Benelli企业的成功经验值得我们学习,而海尔并购意大利Meneghetti工厂,结果却差强人意,这些都值得我们学习。

论文目录

• Table of figures and tables
• 中文摘要
• Abstract
• 1.Analysis on enterprise acquisition motives
• 1.1 Reason and motivation
• 1.2 Failure factors
• 1.3 Failure factors conclusion
• 1.4 Solutions
• 2.Core competence based post acquisition theory
• 2.1 The relation between enterprise core competence and acquisitions
• 2.2 Enterprise core competence theory literature review
• 2.2.1 Connotation of core competence
• 2.2.2 Levels of core competence
• 3.Core competence based post acquisition integration management
• 3.1 Pre-deal synergy evaluation/target selection:interrelation
• 3.1.1 The importance of pre-deal synergy evaluation
• 3.1.2 Target selection:interrelation
• 3.2 Core competence
• 3.3 Building and cultivating core competence
• 3.3.1 Knowledge of the elements of core competence
• 3.3.2 Formulation of enterprise core competence,strategic intention and communication
• 3.3.3 Internal nurturing and external acquisition
• 3.3.4 Integration of core competence elements
• 4.Functional movement layer integration management
• 4.1 HR integration
• 4.1.1 Human resource crisis management
• 4.1.2 Key staff retention and integration
• 4.1.3 Layoff problems
• 4.1.4 Case:Cisco's acquisition integration art
• 4.2 Organization system integration
• 4.2.1 Process reengineering
• 4.2.2 Organizational structure integration
• 4.2.3 Management integration
• 4.3 Culture integration
• 4.3.1 Steps to create culture of competence
• 4.3.2 Culture integration model
• 4.3.3 The role of leadership in culture integration
• 4.3.4 Case:Haier's acquisition with Qingdao Hongxing Corporation
• 4.4 Technology integration
• 4.4.1 Technology integration
• 4.4.2 Integration planning framework
• 5.Empirical research on Chinese investment in Italy
• 5.1 Chinese overseas investment
• 5.1.1 Chinese overseas investment
• 5.1.2 Chinese investment in Italy
• 5.2 Case:Qianjiang Group's acquisition with Benelli SpA
• 5.2.1 Company Profile
• 5.2.2 Acquisition review
• 5.3 Case:Haier's acquisition with one plant of Meneghetti Equipment
• 5.3.1 Company profile
• 5.3.2 Acquisition Review
• 5.4 Target evaluation comparison
• 5.5 Post acquisition integration framework
• 5.5.1 Integration route selection
• 5.5.2 Core competence based post acquisition integration model
• 5.6 Analysis on Acquisition performance of Qianjiang
• 5.6.1 Integration route selection
• 5.6.2 Functional movement layer integration
• 5.7 Analysis on Acquisition performance of Haier
• 5.7.1 Integration route selection
• 5.7.2 Functional movement layer integration
• 5.8 Conclusions
• Appendix
• References
• 后记