基于“和本”整合模型的并购企业文化分析  

The Analysis for Enterprise Culture of Merger and Acquisition Based on“He- Oriented”Synergy Mode

作　　者：程艳[1] 赵国浩[2] 

机构地区：[1]山西财经大学工商管理学院,山西太原030006 [2]山西财经大学管理科学与工程学院,山西太原030006

出　　处：《物流工程与管理》2016年第3期186-188,共3页Logistics Engineering and Management

摘　　要：文中以新奥燃气并购淮安燃气为例,首先分析"痛之源"——国有企业与民营企业各自的企业文化的特点,其次系统阐述"痛之象"——民营企业并购国有企业后的文化冲突表现,继而在分析冲突产生原因的基础上提出冲突的解决方案——"痛之释":构建民营企业并购国有企业后的"和本"企业文化整合模型,为民营企业并购国有企业后的文化整合提供对策建议。Based on the case of ENN Energy Holdings Limited merging Huaian Gas,the paper firstly makes analysis for the source of contract： the differences of enterprises culture between state- owned enterprises and private enterprises,secondly the paper demonstrates the situation of contracts systematically： the sharp cultural contract after the state- owned enterprises merging private enterprises,thirdly,draws a solution plan for the cultural contract,sets up an＂He- oriented＂cultural synergy mode to provide the countermeasures and suggestions.

关 键 词：民营企业 并购 国有企业 文化整合 和本 

分 类 号：F272[经济管理—企业管理]