“威而不霸”与解耦式身份重构:吉利并购宝腾事件中李书福的管理应对之道  

“Power But Not Hegemony” and the Decoupling Identity Reconstruction: LI Shufu’s Coping Way in the Case of Geely’s Acquisition of Proton

作　　者：姚小涛[1] 王勇[1] 刘瑞禹 YAO Xiaotao;WANG Yong;LIU Ruiyu(Xi'an Jiaotong University,Xi’an,China)

机构地区：[1]西安交通大学管理学院,西安市710049

出　　处：《管理学报》2021年第6期791-802,共12页Chinese Journal of Management

基　　金：国家自然科学基金资助项目(71772146)。

摘　　要：针对中国企业在"一带一路"倡议下,开始以并购方式进入沿线新兴经济体这一新情境下,如何应对新的挑战等一系列共性问题,通过选取吉利公司并购马来西亚宝腾公司这一典型案例,对吉利公司面临的并购挑战及其应对策略的深入剖析,提炼出李书福"威而不霸"的企业并购管理思路。研究结果表明,吉利公司面临的并购挑战来自于自身的外部身份惰性和宝腾公司的内部身份惰性,其应对策略是包括身份映射、对象身份认知重构、对象身份愿景强化以及身份抱负强化在内的解耦式身份重构。提出身份惰性这一概念在理论层面能较好地弥补来源国劣势在"一带一路"倡议下新情境中缺乏解释力这一空白;在实践层面,也能为中国企业在"一带一路"倡议下走出国门提供较好启示意义。In response to "the Belt and Road Initiatives", Chinese enterprises have begun to enter the emerging economies along the Belt and Road through merger and acquisition(M&A). Aiming at answering a series of common problems such as how Chinese enterprises should deal with new challenges in this new situation, this paper selects the typical case of Geely’s acquisition of Proton located in Malaysia. Based on the in-depth analysis of Geely’s M&A challenges and countermeasures, we summarize LI Shufu’s M&A thoughts as "power but not hegemony". The results show that Geely faces challenges of its own external identity inertia and Proton’s internal identity inertia, and Geely copes with these challenges with decoupling identity reconstruction strategies, including the identity projection, the reconstruction of object’s cognition of identity, the reinforcement of object vision of identity, and the reinforcement of aspiration of identity. Theoretically, this paper finds that the liability of origin lacks explanatory power in this new context, and identity inertia can better make up for this gap. Practically, the findings can also provide guidance for other Chinese enterprises that intend to invest in emerging economies along the "Belt and Road".

关 键 词：企业家思想 跨国并购 “一带一路” 新兴经济体 身份惰性 案例研究 

分 类 号：C93[经济管理—管理学]