Management Integration In Horizontal Mergers And Acquisitions Of Domestic Enterprises

Ever since nineties of the 20th century, the amount and the scale of enterprise's merger and acquisition (henceforth M&A) have been increasing influenced by industrial improvement and economic globalization all over the world. Compared to the M&A trend world-wild, Chinese enterprise's M&A activities are so frequent that this kind of activities in some big companies begun to appeal to more and more people. However, in the complex economic environment, M&A is not a simple combination, alliance, or separation, rather, it is a complicated, scientific course which is come into being by means of much capital in many ways to improve the enterprise's competition. Every year, there are many M&A all over the world, but the rate of the success is not very high. In contrast to the strategic expectations, many enterprises do not meet their original goal. The root–reason of the failure is that the post-merger integration is not good enough which arouse many problems in strategy, organization, management, staff and culture between M&A companies and goal companies. Facing the problems of the integration elements after the post–merger, the paper aims at the improvement of the over-all competition in the new company which is annexed. The thesis consists of seven parts:The first chapter: The introduction. Mainly introduce the research background of the paper; the theory significance as well as the practice significance; the article research method.The second chapter: Defined the related conceptions. Define the concept in the paper merger and acquisition management conformity. The merger and acquisition part has mainly defined the merger and acquisition concept, the motive theory summary; the merger and acquisition classification research; and emphasized the crosswise merger and acquisition characteristic. The management conformity part has mainly defined the conformity concept and the step, and has further limited the management conformity concept from the human resources angle.The third chapter: the literature summarizes. The question which summarized the predecessor to have studied in the merger and acquisition conformity exists, and has outlined in the merger and acquisition conformity, how the strategy, the organization, the human resources, the system and the cultural these five essential factors carry on the conformity.The fourth chapter: the case introduction. Introduced this article studies case - - including S beer development process, merger and acquisition course and concrete merger and acquisition big port beer company's case.The fifth chapter: the case analysis. All sorts of questions which meets through the S beer company merger and acquisition process, after analyzing the merger and acquisition, how S Corporation has pondered enterprise's developmental strategy systematically before the merger and acquisition, thus sought for the enterprise development direction and the way, has made the good upholstery for the merger and acquisition development; How in the merger and acquisition process does S Corporation to the organization, the human resources, the institutional framework carry on the system conformity; And through to cultural and the achievements question literature's research, obtained the foundation outstanding culture method, how will analyze the outstanding enterprise culture to induct through the conformity by the merger and acquisition enterprise.The sixth chapter: The summary. Introduced this article research conclusion and the research results, have carried on the induction insufficient to this research, and put forward the proposal to the article following research.