摘 要
企业并购作为现代企业发展的重要战略手段，在资源整合、市场拓展等方面发挥着不可替代的作用，但并购后文化融合与冲突管理成为影响并购效果的关键因素。本研究基于此背景，旨在深入探究企业并购后的文化融合路径及冲突管理策略，以期为企业并购成功提供理论支持和实践指导。通过对国内外相关文献的系统梳理，结合案例分析法，选取具有代表性的并购企业进行深度剖析，从企业文化维度、员工行为层面以及组织制度结构等多方面展开研究。结果表明，并购双方在价值观、经营理念等方面存在显著差异是导致文化冲突的主要原因；有效的沟通机制建立、共同愿景塑造以及包容性文化的培育有助于促进文化融合。本研究创新性地构建了包含文化评估、冲突预警、融合策略实施三个环节的企业并购后文化管理体系，为解决并购后文化融合难题提供了新思路，丰富了企业并购理论体系的同时，也为并购企业提供了一套可操作性强的文化融合与冲突管理框架，对提高并购成功率具有重要现实意义。
关键词：企业并购 文化融合 冲突管理
Abstract
Corporate mergers and acquisitions (M), as a critical strategic tool for modern enterprise development, play an indispensable role in resource integration and market expansion. However, post-M cultural integration and conflict management have emerged as key determinants influencing the effectiveness of M activities. This study aims to explore the pathways of cultural integration and strategies for conflict management following corporate M, thereby providing theoretical support and practical guidance for successful M By systematically reviewing relevant literature both domestically and internationally, and employing case analysis, this research conducts an in-depth examination of representative M enterprises, investigating multiple dimensions including corporate culture, employee behavior, and organizational institutional structures. The findings indicate that significant differences in values and business philosophies between the merging entities are primary causes of cultural conflicts. Establishing effective communication mechanisms, shaping a shared vision, and fostering an inclusive culture can facilitate cultural integration. Innovatively, this study constructs a post-M cultural management system encompassing three phases: cultural assessment, conflict early warning, and implementation of integration strategies. This fr amework not only offers new insights into addressing challenges in post-M cultural integration but also enriches the theoretical fr amework of corporate M while providing a highly operational cultural integration and conflict management model for M enterprises, which holds significant practical implications for enhancing the success rate of M
Keyword:Corporate Acquisitions Cultural Integration Conflict Management
目 录
1绪论 1
1.1企业并购后文化融合的研究背景 1
1.2文化融合与冲突管理的意义 1
1.3国内外研究现状综述 1
1.4本文研究方法与结构安排 2
2并购企业文化差异分析 2
2.1企业价值观的差异对比 2
2.2管理模式的异同探讨 3
2.3员工行为规范的差异 3
3文化融合的策略与路径 4
3.1文化融合的基本原则 4
3.2自上而下的推动机制 5
3.3自下而上的参与方式 5
4冲突管理与应对措施 6
4.1冲突产生的主要原因 6
4.2冲突预警机制的建立 6
4.3冲突解决的有效途径 7
结论 8
参考文献 9
致谢 10
企业并购作为现代企业发展的重要战略手段，在资源整合、市场拓展等方面发挥着不可替代的作用，但并购后文化融合与冲突管理成为影响并购效果的关键因素。本研究基于此背景，旨在深入探究企业并购后的文化融合路径及冲突管理策略，以期为企业并购成功提供理论支持和实践指导。通过对国内外相关文献的系统梳理，结合案例分析法，选取具有代表性的并购企业进行深度剖析，从企业文化维度、员工行为层面以及组织制度结构等多方面展开研究。结果表明，并购双方在价值观、经营理念等方面存在显著差异是导致文化冲突的主要原因；有效的沟通机制建立、共同愿景塑造以及包容性文化的培育有助于促进文化融合。本研究创新性地构建了包含文化评估、冲突预警、融合策略实施三个环节的企业并购后文化管理体系，为解决并购后文化融合难题提供了新思路，丰富了企业并购理论体系的同时，也为并购企业提供了一套可操作性强的文化融合与冲突管理框架，对提高并购成功率具有重要现实意义。
关键词：企业并购 文化融合 冲突管理
Abstract
Corporate mergers and acquisitions (M), as a critical strategic tool for modern enterprise development, play an indispensable role in resource integration and market expansion. However, post-M cultural integration and conflict management have emerged as key determinants influencing the effectiveness of M activities. This study aims to explore the pathways of cultural integration and strategies for conflict management following corporate M, thereby providing theoretical support and practical guidance for successful M By systematically reviewing relevant literature both domestically and internationally, and employing case analysis, this research conducts an in-depth examination of representative M enterprises, investigating multiple dimensions including corporate culture, employee behavior, and organizational institutional structures. The findings indicate that significant differences in values and business philosophies between the merging entities are primary causes of cultural conflicts. Establishing effective communication mechanisms, shaping a shared vision, and fostering an inclusive culture can facilitate cultural integration. Innovatively, this study constructs a post-M cultural management system encompassing three phases: cultural assessment, conflict early warning, and implementation of integration strategies. This fr amework not only offers new insights into addressing challenges in post-M cultural integration but also enriches the theoretical fr amework of corporate M while providing a highly operational cultural integration and conflict management model for M enterprises, which holds significant practical implications for enhancing the success rate of M
Keyword:Corporate Acquisitions Cultural Integration Conflict Management
目 录
1绪论 1
1.1企业并购后文化融合的研究背景 1
1.2文化融合与冲突管理的意义 1
1.3国内外研究现状综述 1
1.4本文研究方法与结构安排 2
2并购企业文化差异分析 2
2.1企业价值观的差异对比 2
2.2管理模式的异同探讨 3
2.3员工行为规范的差异 3
3文化融合的策略与路径 4
3.1文化融合的基本原则 4
3.2自上而下的推动机制 5
3.3自下而上的参与方式 5
4冲突管理与应对措施 6
4.1冲突产生的主要原因 6
4.2冲突预警机制的建立 6
4.3冲突解决的有效途径 7
结论 8
参考文献 9
致谢 10
