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全球性的企业兼并浪潮席卷而来,中国自1992年以来每年发生数以千计的企业兼并事件,政府及企业的有关方面希望通过兼并重组等形式,达到优化资源配置,从而推动产业结构、产品结构、企业结构调整,盘活存量资产,达到资本效用最大化。但在实践中我们发现企业兼并不仅仅是资产、设备、技术、人员、制度的简单相加,更重要的是在此基础上如何加强和改善企业管理,在资产优势互补过程中,如何克服企业间的文化冲突,达到企业文化认同,从而实现从战略到资产
With the sweeping wave of mergers and acquisitions in the world, China has had thousands of mergers and acquisitions each year since 1992. Relevant parties in the government and enterprises hope to optimize the allocation of resources through mergers and acquisitions and other forms so as to promote the industrial structure and products Structure, restructuring of enterprises, revitalize the stock of assets, to maximize the effectiveness of capital. However, in practice, we find that the merger of enterprises is not only the simple addition of assets, equipment, technology, personnel and systems, but more important is how to strengthen and improve the management of enterprises on this basis. How to overcome the disadvantages of enterprises Between the cultural conflicts, to achieve corporate culture identity, in order to achieve from strategy to assets