组织认同对跨国并购后整合的影响——以上汽集团并购韩国双龙汽车为例

发布时间：2018-06-24 12:52

  本文选题：跨国并购 + 组织认同　； 参考：《国际经济合作》2014年07期

【摘要】：文章尝试通过上汽集团对韩国双龙汽车并购后整合过程的分析,探索组织认同在跨国并购后整合中的作用。文章认为:被并购方员工对并购方的组织认同,是并购后整合能否取得成功的重要影响因素;建立在被并购方内部组织惯性、员工追求短期利益及认知错位和偏见基础之上的低水平组织认同,会显著增加并购后整合的风险,并有可能在低迷市场、民族情绪等作用之下走向完全不认同,甚至发生异化,直接阻碍并购方对被并购方所采取的整合行动;高度关注并确保被并购方员工对并购方必要的组织认同,是推进跨国并购后整合取得成功的重要保障。
[Abstract]:This paper attempts to explore the role of organizational identity in the post-merger process of Korea Ssangyong Automobile through the analysis of SAIC Group. The paper holds that the organizational identity of the employees of the acquired party is an important factor influencing the success of the integration after the merger, and is based on the organizational inertia within the acquired party. Employees' pursuit of short-term benefits and low-level organizational identity based on cognitive dislocation and prejudice will significantly increase the risk of post-merger integration, and may lead to complete disapproval or even alienation under the influence of a depressed market, national sentiment, etc. It is an important guarantee to promote the success of the integration after cross-border M & A by directly hindering the integration actions taken by the M & A parties and paying close attention to and ensuring the necessary organizational identity of the employees of the merged parties.
【作者单位】： 清华大学经济管理学院;
【基金】：国家自然科学基金项目(70972022、71972019) 清华大学文化传承创新基金项目(2012WHQN007) 国家社科基金项目 (13BGL07) 的阶段性成果
【分类号】：F271;F426.471
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本文编号：2061587