国有石油企业跨国并购后的跨文化冲突与管理研究-管理科学与工程专业论文.docxVIP

中文摘要 近年来，随着中国经济的崛起，中国国民经济对石油的需求持 续增长，为解决中国石油供需矛盾，实现企业自身的长远发展，中 国石油企业积极实施“走出去”战略，加快了海外并购的步伐。然 而中国石油企业与发展历史悠久的国际石油巨头还存在很大的差 距，中国石油企业跨国并购也处于起步阶段，并购后的成功率或并 购业绩并不高。原因在于中国企业对并购后文化冲突的理解及冲突 管理的重视程度认识不够清晰。因此，本文以国有石油企业为研究 对象，探讨如何识别文化冲突及怎样进行冲突管理。 本文在回顾企业跨国并购所应用到的跨国并购理论、企业文化 理论和文化冲突理论的基础上，分析国有石油企业进行跨国并购的 动因，说明了跨国并购是国有石油企业的必然选择，并说明了其面 临的挑战是文化冲突及文化整合。接着对国有石油企业跨国并购后 的文化冲突性进行分析，包括表现形式、成因及影响，并以实际案 例进行进一步论证，在此基础上构建文化冲突评估模型，用定量化 的指标衡量冲突的程度，以便企业发觉显性冲突和潜在风险，为并 购后的冲突管理早做准备。最后根据前文的分析提出解决跨文化冲 突的方案和具体措施，为我国石油企业解决跨国并购后的文化冲突 提供了借鉴。 关键词：石油企业；跨国并购；跨文化冲突；管理策略 ABSTRACT In recent years, as Chinas economic rise the demand for oil in the national economy continues to grow. In order to solve the contradiction between supply and demand of Chinas oil, and to realize the long-term development of the enterprise itself, Chinese oil companies actively implement the strategy of going out, and speed up the pace of overseas mergers and acquisitions. However, Chinese oil companies and international oil giant has a very big disparity, Chinas oil enterprises transnational mergers and acquisitions are at an early stage, the success rate of after the merger or acquisition performance is not high. The reason is that Chinese enterprises to the importance of the cultural conflict and conflict management after the merger is not clear. Therefore, this article takes state-owned oil companies as the research object, discusses how to identify the cultural conflict and conflict management. Based on the review of the cross-border ma theory, enterprise culture theory and the cultural conflict theory which applied to enterprise transnational MA, analyses state-owned oil companies for the transnational ma motivation, illustrates the cross-border MA is the inevitable choice of state-owned oil companies, also illustrates the challenge is the cultural conflict and cultural integration. Then analyzes the cultural conflict of state-owned oil companies after the cross-border ma, including forms, causes and effects, and with the act