达能跨国并购娃哈哈文化冲突研究
发布时间：2018-09-18 06:41
【摘要】：经济全球化是当代社会经济发展的一个明显特征。尤其伴随着计算机及通信技术在各个行业的广泛应用,经济交互的紧密程度正日益加深。跨国并购作为企业规模化、国际化的有效途径之一,不仅是世界经济个体重新整合的结果,也是企业迈向国际化经营的重要战略步骤。2007年达能宣布强行并购娃哈哈,但在娃哈哈极度反对下,达能跨国并购娃哈哈并未成功。从这一案例中,我们可以看到企业跨国并购的趋势,通过对达能跨国并购娃哈哈失败的原因进行分析,深入研究隐藏在企业并购失败背后的相关文化冲突问题。企业跨国并购失败和成功的原因多种多样。但根据调查可知,文化冲突问题是一个导致企业并购失败非常关键的原因。当前在并购重组时,企业决策层更倾向于将精力集中在产品技术融合、市场营销、财务层面等显性问题的思考及解决上,常常忽略了并购双方企业的文化差异,也甚少针对文化冲突方面的问题去做规划及预案。而最终却发现恰恰是文化冲突导致了企业并购后的失败。文章通过梳理国内外专家学者对于企业跨国并购、企业文化、文化差异与文化冲突、文化整合等理论的研究成果,对企业并购、跨国并购及并购企业文化冲突的基本理论进行分析,对企业文化的概念、特点、意义进行了研究,研究了并购企业文化差异和文化冲突的基本理论,对企业跨国并购中的文化差异和文化冲突进行了分析,结合达能并购娃哈哈失败的实际案例,对达能跨国并购娃哈哈的文化冲突进行分析,研究了并购双方的企业文化差异,从四个层面分析了导致达能跨国并购娃哈哈失败的文化冲突的具体体现。通过对达能跨国并购娃哈哈因文化冲突而失败的原因分析,对企业跨国并购中的文化冲突进行了对策研究,提出了企业在跨国并购中要解决文化冲突的原则、模式选择及具体实施方法。
[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.
【学位授予单位】：湖南农业大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F271;F416.82
本文编号：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.
【学位授予单位】：湖南农业大学
【学位级别】：硕士
【学位授予年份】：2015
【分类号】：F271;F416.82
【引证文献】
相关期刊论文 前1条
1 胡期欣;;从内部控制协同效应看企业并购——以跨国并购为例[J];中国乡镇企业会计;2018年04期
，本文编号：2247093
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