【作者】 戴永秀；

【导师】 马卫；

【作者基本信息】 南昌大学 ， 企业管理， 2008， 硕士

【摘要】 随着我国经济体制改革的不断深入,一批早已失去活力的国有企业在市场经济的冲击下,经营活动形成了不良循环甚至陷入困境,国有企业出路何在?在我国经济转型时期,并购已经成为我国深化国企改革,对国有经济实施战略性重组的重要手段。然而与少数振奋人心的并购案例相比,企业并购的成功率并不高。大量事实和研究表明,导致这种状况的一个极其重要的原因就是企业往往注重了并购时的资本运作和账面操作,而相对忽略了包括组织结构整合在内的并购后的企业整合,而并购后的整合尤其是组织机构整合又在很大程度上决定着并购的成败。本文正是基于这一出发点,对国有企业并购后的组织结构整合进行了较为详尽的探讨,并针对我国国有企业并购后的组织结构整合现状及存在的问题提出了一些对策和建议,希望能对我国国有企业的并购有一定的参考作用。本文在阐述企业并购及并购整合相关理论的基础上,首先从企业并购的动因出发,结合我国特定时期的制度环境,对我国国有企业并购后组织结构整合中存在的问题进行了分析;然后探讨了我国国有企业并购后组织结构整合的影响因素、组织结构整合的内容以及组织结构整合的模式,对我国国有企业并购后组织结构整合提出了的若干政策性建议;最后,以江西南昌凯马有限公司为例分析了国有企业并购重组后组织结构的整合过程,以期提高我国国有企业对并购整合阶段组织结构整合重要性的认识,明确组织结构整合的要点,提高企业并购后组织结构整合的绩效。更多还原

【Abstract】 The shift from the central planed economic system to the socialist market economic system has given a great impetus to the reform of economic system.But on the other hand,a number of the state-owned enterprises(abbreviated as SOEs) ran into difficulties and some even ran into bad circulation of their operation. Is there any way out for the SOEs? M&A has been the major means to deepen the reform of state-owned enterprise and quicken the strategic recompose of state eocnomy when our govemment change the economical developmental model.However,compared with a few inspiring M&A cases, the rate of sueeessful M&A is not high in china. A large number of fact and research indicate that little attention is paid to oranization integration including organizational structure integration after M&A while too much is paid to assets operation and account adjustment. But integration after M&A especially organizational structure integration has determined the success or failure of M&A to a great extent. this text is exactly based on this starting point, has carried on the comparatively exhaustive discussion to the institutional framework integration after the state-owned enterprise merged, and has proposed some countermeasures and suggestions to institutional framework integration current situation and existing problem after merge in the state-owned enterprise of our countrying, hope that there is certain reference function on the merger of the state-owned enterprise of our country.This text is on the basis of explaining enterprises merge and merge and combine relevant theories, proceed from reason that enterprises merge at first, combine the system environment of the particular period of our country, the problem that institutional framework existed when combined has been analyzed after to that the state-owned enterprise of our country merged; Then probe into the content that influence factor, institutional framework that institutional framework combines combine and mode that the institutional framework combine after the state-owned enterprise of our country merges, institutional framework combines several policy suggestions put forward after to that the state-owned enterprise of our country merges; Finally, took triumphant Ma Co., Ltd. of Nanchang in Jiangxi as an example and analyzed the state-owned enterprise merge the integration course of institutional framework after recombinatings, in the hope of improving the understanding of the importance of merge and combining the institutional framework of stage and combining of state-owned enterprise of our country, define the main point that institutional framework combines, improve the performance that institutional framework combines after enterprises merge.更多还原