跨国购并后的文化整合研究:以联想集团收购IBMPC为例  

The Research of Cross-border Post-merger Culture Integration:Using Lenovo Group Acquiring IBM PC as an Example

作　　者：王洁[1] 王碧芳[1] 

机构地区：[1]浙江工商大学工商管理学院,浙江杭州310018

出　　处：《科技管理研究》2012年第7期231-234,共4页Science and Technology Management Research

基　　金：国家自然科学基金项目"购并后的整合能力研究:维度结构;学习机制与绩效影响路径"(71072135);浙江省自然科学基金项目"浙商文化的维度结构及其对浙商绩效的影响研究"(Y607461)

摘　　要：在经济全球化的背景下,跨国购并已成为企业转型升级、加快国际化进程的重要方式,但由于存在企业与民族的双重文化差异,购并后的整合变得非常困难,如何有效地处理跨国购并中的文化冲突已成为每个企业需要思考的问题。在回顾和整理跨国购并文化整合相关文献的基础上,以联想购并IBM PC事业部为例,探索中国企业跨国购并后的文化整合问题,并提出跨国购并中文化整合的几点建议。Under the context of economic globalization, cross -border mergers and acquisitions have been an important way for companies to upgrade and speed up the process of internationalization. However, due to the corporate and national dual cultural differences, post - merger integration is becoming very difficult. How to effectively deal with the clash of cul- tures in cross - border M＆A has become a problem for all the companies concerned. On the basis of reviewing and organi- zing the literature of cultural integration in cross - border M＆A, this article uses Lenovo＇ s acquisition of IBM PC as an ex- ample to explore Chinag post - merger cultural integration issues, and proposes some proposals for cross - border M ＆ A cultural integration.

关 键 词：跨国购并 文化整合 文化差异 

分 类 号：F271[经济管理—企业管理] F426.6[经济管理—国民经济]