Research On The Path Of Group Control Based On Dynamic Capability

With the development of our country's economy and the continuous progress of society,the wave of mergers and reorganizations has come again.As a result,a number of large-scale enterprise groups have emerged.However,due to the company's failure to cope with the differences between the two companies,it failed to properly understand its own ability to control and control its subsidiaries.As a result,management failures abound.In recent years,national policies have been introduced one after another,requiring state-owned enterprises to comprehensively deepen reforms,comply with the market economic situation,improve the management system,and improve operational efficiency.This has also aroused the concern of the practice community over the issue of management of post-merger enterprise groups.However,most of the theoretical research on group control in China focuses only on the group's management and control model,and it pays less attention to the group's ability to control and control.In conjunction with M&A transactions,there are fewer studies on the evolution path of the M&A group after the M&A.Therefore,after the M&A The research on the group's management and control capabilities,mechanisms,and models is crucial and imminent.Based on this,this study adopts the single case study method,and on the basis of reviewing related research at home and abroad,taking the case of Group A's acquisition of Group B in 2007 and integrating it from 2007 to 2017,the differences in integration are analyzed.At the same time,it has the group management and control capabilities,the group management and control mechanism adopted and the corresponding group management and control model to build the analytical framework of the group's management and control capabilities and the dynamic evolution path of the enterprise group management at different stages after the merger and acquisition.The first part of the thesis introduces the research background,significance,research methods,etc.The second part of the thesis reviews the research related dynamic capabilities theory and the group management theory to find out the research space of this paper.The third part of the thesis is the case study.Introduce and analyze and analyze the management and control capabilities and the management and control mechanisms used in the different stages of integration,and the corresponding management and control models.The fourth part of the paper builds the analytical framework of the group's management and control capabilities and the dynamics of corporate group management at different stages after the merger and acquisition.The evolutionary path is the contribution of this study.The fifth part of the thesis summarizes the research conclusions of this paper and draws relevant revelations.The conclusions drawn from this paper mainly include the following two points:(1)A theoretical analysis framework for the Group's management and control capabilities has been constructed.The framework consists of 4 first-level indicators and 13 second-level indicators.The Group's management and control capabilities can be divided into strategic management and control capabilities,financial control and control capabilities,personnel management and control capabilities and technical control and control capabilities.Among them,each first-level indicator corresponds to 3-4 second-level indicators.(2)The dynamic evolution path of the group's management and control mechanisms at different stages after M&A was constructed.Post-merger integration can be divided into three phases:contact,break-in,and integration.Because each group has different levels of close relationship between parent and subsidiary companies,the group's management and control capabilities are also different,which in turn affects the group's management and control mechanisms.Therefore,it also corresponds to Different group control modes.