本文選題：外向并購 + 人力資源��； 參考：《現(xiàn)代管理科學(xué)》2017年11期

【摘要】：實現(xiàn)跨國并購的成功關(guān)鍵在于有效整合雙方企業(yè)的資源。由于跨文化因素的影響,跨國并購過程中人力資源的整合更具挑戰(zhàn)性。在理論層面上,跨國并購中的人力資源管理風(fēng)險主要能分為并購前目標(biāo)文化風(fēng)險、核心人員離職風(fēng)險,和并購后文化整合風(fēng)險與員工離職的風(fēng)險。文章在闡述外向并購相關(guān)概念的基礎(chǔ)上,綜述外向并購人力資源整合的相關(guān)文獻(xiàn),通過結(jié)合聯(lián)想集團(tuán)并購日本電氣公司個人電腦業(yè)務(wù)部(NECPC)的案例,為理論研究中提出的人力資源整合風(fēng)險提供佐證,同時借鑒其采取的文化整合與人力資源整合策略,以及評價其最終效果,為未來希望通過跨國并購實現(xiàn)公司戰(zhàn)略的企業(yè)提供一個可行的人力資源整合路徑。
[Abstract]:The key to the success of cross-border M & A lies in the effective integration of the resources of both companies. Due to the influence of cross-cultural factors, the integration of human resources in cross-border M & A process is more challenging. Theoretically, the risk of human resource management in cross-border M & A can be divided into pre-target cultural risk, core staff turnover risk, post-M A cultural integration risk and employee turnover risk. On the basis of expounding the related concepts of outward M & A, this paper summarizes the relevant literature on the integration of human resources in outward M & A, and combines the case of Lenovo Group with the acquisition of the personal computer Business Department of Nippon Electric Company (NECPC). It provides evidence for the risk of human resources integration proposed in the theoretical study, at the same time, draws lessons from its cultural integration and human resources integration strategy, and evaluates its final effect. It provides a feasible path of human resource integration for the enterprises which wish to realize the company strategy through cross-border mergers and acquisitions in the future.
【作者單位】： 北京語言大學(xué)商學(xué)院;美國布蘭迪斯大學(xué)國際商學(xué)院;
【基金】：北京語言大學(xué)院級科研項目(中央高�；究蒲袠I(yè)務(wù)專項資金資助)(項目號:17YJ04007)
【分類號】：F271;F272.92;F426.671

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