摘 要
企业并购作为现代企业发展的重要战略手段，在实现规模经济、优化资源配置等方面具有重要意义，但并购后资源整合问题成为影响并购效果的关键因素。本研究旨在深入剖析企业并购后的资源整合问题并提出有效对策，基于资源基础理论与协同理论，通过案例分析法选取多家成功与失败的并购企业进行对比研究，并运用问卷调查法对企业员工、管理层等不同群体获取一手数据。研究发现，并购企业在文化融合、人力资源整合、业务流程整合方面存在诸多障碍，如文化差异导致沟通不畅、人才流失严重以及业务流程冲突阻碍运营效率提升等。针对上述问题提出构建系统化的整合机制，包括建立共同愿景促进文化融合，制定个性化的人力资源管理策略以稳定人才队伍，优化业务流程实现高效协同运营。创新之处在于不仅从静态角度分析资源整合要素，更强调动态整合过程中的协调与适应，为企业并购后的资源整合提供理论依据与实践指导，有助于提高并购成功率，增强企业核心竞争力。
关键词：企业并购 资源整合 文化融合
Abstract
Corporate mergers and acquisitions (M) serve as a critical strategic tool for modern enterprise development, playing a significant role in achieving economies of scale and optimizing resource allocation. However, post-acquisition resource integration has emerged as a pivotal factor influencing the effectiveness of M activities. This study aims to thoroughly examine the challenges associated with resource integration following corporate M and propose effective strategies. Grounded in the Resource-Based View (RBV) and Synergy Theory, this research employs case analysis by selecting multiple successful and failed M cases for comparative studies, complemented by survey methods to gather primary data from various groups including employees and management. The findings reveal numerous obstacles in cultural integration, human resource integration, and business process integration, such as communication barriers due to cultural differences, severe talent loss, and operational inefficiencies caused by conflicting business processes. To address these issues, this study proposes the establishment of a systematic integration mechanism, encompassing the creation of a shared vision to facilitate cultural convergence, the formulation of customized human resource management strategies to stabilize the workforce, and the optimization of business processes to achieve efficient collaborative operations. The innovation of this research lies in its focus not only on analyzing the elements of resource integration from a static perspective but also emphasizing coordination and adaptation during the dynamic integration process. This provides theoretical foundations and practical guidance for post-M resource integration, thereby enhancing the success rate of M and strengthening corporate core competitiveness.
Keyword:Corporate Mergers And Acquisitions Resource Integration Cultural Integration
目 录
引言 1
1并购后资源整合的理论基础 1
1.1并购与资源整合的概念界定 1
1.2并购资源整合的理论框架 2
1.3国内外研究现状综述 2
2并购后的战略资源对接 3
2.1战略规划的协同整合 3
2.2核心竞争力的融合提升 3
2.3企业文化的冲突与融合 4
3并购后的运营资源整合 4
3.1生产运营体系的整合 4
3.2供应链管理的优化重构 5
3.3人力资源的合理配置 6
4并购后的财务资源整合 6
4.1财务结构的调整优化 6
4.2成本控制与效益提升 7
4.3风险管理与防范机制 7
结论 8
参考文献 9
致谢 10
