基于海尔三洋并购案的我国企业并购文化整合中的问题及对策研究

摘      要

With the rapid development of modern economy, the range of modern market continues to expand, the competition between enterprises is also gradually improve, and with enterprise competition between relations, the inevitable merger plans; merger plan is to achieve better competitive advantage in advantage with, or is absorbed resources, all the best way is to enhance the market competitiveness of enterprises in a certain extent. But we know that different enterprises in the long-term development process, different material culture, spiritual culture standard, so after the acquisition, different culture between the two enterprises will appear a certain impact, if not reasonable for the post merger cultural integration grasp, not only can’t effectively through mergers and acquisitions to enhance the comprehensive strength of enterprises, but also reduce the comprehensive strength of the enterprise in a certain extent. This paper will focus on the cultural integration in mergers and acquisitions of the phenomenon, the main analysis in the process of Sanyo will usually appear what kind of cultural conflict, the Hair acquisition of cultural integration strategy of Ssnyo business as a case analysis, in order to provide the reference for the cultural integration strategy of enterprise of our country part in Sanyo in the development of.

1.1 企业并购中文化整合的相关概念

企业文化其主要是指一个组织所特有的独特价值观、文化信念、符号等文化形象；企业文化是伴随着企业的发展，以企业的需求为出发点，为有效改善企业形象以及解决企业现有问题而建立的。企业文化是企业内部的一种共享性资源，同时也是企业内部成员日常行为准则的一种有效参考。企业文化主要体现的是企业独特的经营观念以及在经营过程中的外部行为形象展现。企业文化是企业内部组织成员共同遵守的一个企业基本原则，企业文化与企业日常的经营活动开展密切相关，同时企业的文化也在一定程度上对于企业的经营目标以及价值观等方面进行了量外的外部展现。

就我国现状而言，企业在进行并购的过程中，应当强化通过对于企业员工的沟通，或是通过培训的方式进行。在培训的过程中，其内容应当是展现为一种综合性的文化架构体系。通过培训，是被并购企业的员工能够更为全面的正确的认识并购企业，减少在并购过程中文化冲突现象的出现概率。对于企业而言，在中国企业跨文化的培训方式上而言，可以通过企业自身的资源进行，同时也可以通过对于培训项目的外包形式进行。