達能跨國并購娃哈哈文化沖突研究
發(fā)布時間：2018-09-18 06:41
【摘要】：經(jīng)濟全球化是當代社會經(jīng)濟發(fā)展的一個明顯特征。尤其伴隨著計算機及通信技術在各個行業(yè)的廣泛應用,經(jīng)濟交互的緊密程度正日益加深�？鐕①徸鳛槠髽I(yè)規(guī)�；�、國際化的有效途徑之一,不僅是世界經(jīng)濟個體重新整合的結果,也是企業(yè)邁向國際化經(jīng)營的重要戰(zhàn)略步驟。2007年達能宣布強行并購娃哈哈,但在娃哈哈極度反對下,達能跨國并購娃哈哈并未成功。從這一案例中,我們可以看到企業(yè)跨國并購的趨勢,通過對達能跨國并購娃哈哈失敗的原因進行分析,深入研究隱藏在企業(yè)并購失敗背后的相關文化沖突問題。企業(yè)跨國并購失敗和成功的原因多種多樣。但根據(jù)調查可知,文化沖突問題是一個導致企業(yè)并購失敗非常關鍵的原因。當前在并購重組時,企業(yè)決策層更傾向于將精力集中在產(chǎn)品技術融合、市場營銷、財務層面等顯性問題的思考及解決上,常常忽略了并購雙方企業(yè)的文化差異,也甚少針對文化沖突方面的問題去做規(guī)劃及預案。而最終卻發(fā)現(xiàn)恰恰是文化沖突導致了企業(yè)并購后的失敗。文章通過梳理國內外專家學者對于企業(yè)跨國并購、企業(yè)文化、文化差異與文化沖突、文化整合等理論的研究成果,對企業(yè)并購、跨國并購及并購企業(yè)文化沖突的基本理論進行分析,對企業(yè)文化的概念、特點、意義進行了研究,研究了并購企業(yè)文化差異和文化沖突的基本理論,對企業(yè)跨國并購中的文化差異和文化沖突進行了分析,結合達能并購娃哈哈失敗的實際案例,對達能跨國并購娃哈哈的文化沖突進行分析,研究了并購雙方的企業(yè)文化差異,從四個層面分析了導致達能跨國并購娃哈哈失敗的文化沖突的具體體現(xiàn)。通過對達能跨國并購娃哈哈因文化沖突而失敗的原因分析,對企業(yè)跨國并購中的文化沖突進行了對策研究,提出了企業(yè)在跨國并購中要解決文化沖突的原則、模式選擇及具體實施方法。
[Abstract]:Economic globalization is an obvious feature of contemporary social and economic development. Especially with the wide application of computer and communication technology in various industries, economic interaction is becoming more and more close. As one of the effective ways to scale and internationalize the enterprises, transnational M & A is not only the result of the reintegration of the world economy, but also an important strategic step for the enterprises to move to the international business. In 2007 Danone announced the forcible merger and acquisition of Wahaha. But in Wahaha's extreme opposition, Danone cross-border acquisition Wahaha did not succeed. From this case, we can see the trend of cross-border mergers and acquisitions of enterprises, through the analysis of the causes of the failure of Danone's cross-border mergers and acquisitions Wahaha, in-depth study of the related cultural conflicts hidden behind the failure of corporate mergers and acquisitions. There are a variety of reasons for the failure and success of transnational mergers and acquisitions. However, according to the investigation, culture conflict is a key reason for the failure of M & A. At present, in the process of M & A, the enterprise decision makers tend to concentrate on the thinking and solving of the dominant problems, such as product technology integration, marketing, financial aspects, etc., which often ignore the cultural differences between the two sides of the merger and acquisition. There is also little planning and planning for cultural conflicts. However, it is the culture conflict that leads to the failure of M & A in the end. By combing the research achievements of experts and scholars at home and abroad on the theories of transnational mergers and acquisitions, corporate culture, cultural differences and cultural conflicts, cultural integration, etc. This paper analyzes the basic theories of transnational M & A and corporate culture conflict, studies the concept, characteristics and significance of corporate culture, and studies the basic theories of cultural differences and cultural conflicts of M & A enterprises. This paper analyzes the cultural differences and cultural conflicts in cross-border mergers and acquisitions of enterprises, combining with the actual case of Danone's failed merger of Wahaha, analyzes the cultural conflicts of Danone's cross-border mergers and acquisitions of Wahaha, and studies the corporate cultural differences between the two sides of mergers and acquisitions. This paper analyzes the concrete embodiment of the cultural conflict that led to the failure of Danone's cross-border merger and acquisition of Wahaha from four aspects. Based on the analysis of the causes of the failure of Danone's cross-border M & A Wahaha due to the cultural conflict, this paper makes a study on the countermeasures of the cultural conflict in cross-border M & A, and puts forward the principles of solving the cultural conflict in the transnational M & A. Mode selection and specific implementation methods.
【學位授予單位】：湖南農業(yè)大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F271;F416.82
本文編號：2247093
[Abstract]:Economic globalization is an obvious feature of contemporary social and economic development. Especially with the wide application of computer and communication technology in various industries, economic interaction is becoming more and more close. As one of the effective ways to scale and internationalize the enterprises, transnational M & A is not only the result of the reintegration of the world economy, but also an important strategic step for the enterprises to move to the international business. In 2007 Danone announced the forcible merger and acquisition of Wahaha. But in Wahaha's extreme opposition, Danone cross-border acquisition Wahaha did not succeed. From this case, we can see the trend of cross-border mergers and acquisitions of enterprises, through the analysis of the causes of the failure of Danone's cross-border mergers and acquisitions Wahaha, in-depth study of the related cultural conflicts hidden behind the failure of corporate mergers and acquisitions. There are a variety of reasons for the failure and success of transnational mergers and acquisitions. However, according to the investigation, culture conflict is a key reason for the failure of M & A. At present, in the process of M & A, the enterprise decision makers tend to concentrate on the thinking and solving of the dominant problems, such as product technology integration, marketing, financial aspects, etc., which often ignore the cultural differences between the two sides of the merger and acquisition. There is also little planning and planning for cultural conflicts. However, it is the culture conflict that leads to the failure of M & A in the end. By combing the research achievements of experts and scholars at home and abroad on the theories of transnational mergers and acquisitions, corporate culture, cultural differences and cultural conflicts, cultural integration, etc. This paper analyzes the basic theories of transnational M & A and corporate culture conflict, studies the concept, characteristics and significance of corporate culture, and studies the basic theories of cultural differences and cultural conflicts of M & A enterprises. This paper analyzes the cultural differences and cultural conflicts in cross-border mergers and acquisitions of enterprises, combining with the actual case of Danone's failed merger of Wahaha, analyzes the cultural conflicts of Danone's cross-border mergers and acquisitions of Wahaha, and studies the corporate cultural differences between the two sides of mergers and acquisitions. This paper analyzes the concrete embodiment of the cultural conflict that led to the failure of Danone's cross-border merger and acquisition of Wahaha from four aspects. Based on the analysis of the causes of the failure of Danone's cross-border M & A Wahaha due to the cultural conflict, this paper makes a study on the countermeasures of the cultural conflict in cross-border M & A, and puts forward the principles of solving the cultural conflict in the transnational M & A. Mode selection and specific implementation methods.
【學位授予單位】：湖南農業(yè)大學
【學位級別】：碩士
【學位授予年份】：2015
【分類號】：F271;F416.82
【引證文獻】
相關期刊論文 前1條
1 胡期欣;;從內部控制協(xié)同效應看企業(yè)并購——以跨國并購為例[J];中國鄉(xiāng)鎮(zhèn)企業(yè)會計;2018年04期
，本文編號：2247093
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