Analysis Of The State-owned Enterprise Merger And Acquisition Behavior Based On The Resource-based Theory

It took5years for the Guangxin Group to upgrade from a traditional and unitaryenterprise of foreign trade to a competitive all-in-one group that has properinternational resources and integrative capacity, consisting of the departments oftechnology, engineering, trade and investment. The key lies in the fact that GuangxinGroup has a clear understanding of its own advantage of rich internal resources,which they manage and use effectively through organizational behavior. As to thecritical and strategic resources they do not have, Guangxin Group manage to mergethem into its interior through the scientific use of its capital, furthering the variety ofthe resources and the capacity to obtain new resources, so as to create sustainablecompetitiveness for its development.The present thesis attempts to conduct a thorough study of the internal resourcesand external merger of the Guangxin Group, using resource-based theory as well asall kinds of strategic management theories. It consists of the following aspects:materialistic resources, financial resources, human resources, and organizationalresources; summarizing the channels through which Guangxin Group obtainsresources, including the merger of Guangxin Group and Foshan Plastic Corporationand Xingfa Aluminum Corporation, and a deep analysis of the background,motivation and the subsequent result. Finally, a summary of the ways GuangxinGroup identifies, obtains, manages and employs resources will also be achieved,providing a source of reference for the restructuring and upgrading of the state-ownedenterprises and the transformation of the development mode in the GuangdongProvince.