论文总字数：17517字

摘 要

跨国企业培育是我国经济建设中的重要环节。本文以中联重科的“聚变 裂变”国际化过程为案例，展示了当前我国跨国企业培育的经验与成果，其中包括使用个案研究法对中联重科收购国内以及国外企业的过程及结果描述，对跨国事业部制的概念、经营方法、资源整合的介绍，以及由案例衍生出的对我国跨国企业培育的一些思考与建议。本文的研究目的在于指出当前我国企业并购的风险和误区，说明单一投入大量资金的重组并购并不能带来长远发展，针对这些问题，本文着重介绍事业部制的组织模式，展示这种组织结构对中联重科国际化的重要影响，以此为我国企业展示一条从做强专业到做大企业的稳健且高效的国际化之路。

关键词：国际化 裂变 聚变 事业部制 并购

Multinational enterprises, Zoomlion’s “fusion and fission” type of internationalization development

Abstract

Multinational enterprises is an important link of economic construction in our country. This article used the Zoomlion’s "fusion and fission" internationalization as an example which shows the current experience and achievement of multinational enterprises in our country, including the use of case study method of Zoomlion acquisition process and the result of both domestic and foreign enterprises, the concept of international division system, management methods, resources integration derived by some thinking and Suggestions of multinational enterprises in China. The purpose of this study is that pointing out the risk and the erroneous zone of enterprise merger and acquisition in our country currently, simply investment in capital recombination merger and acquisition cannot bring long-term development. To solve these problems, this paper introduces the organization mode of the divisional system, display the important influence of specific organizational structure during Zoomlion’s internationalization , to show the enterprise of China how to enhance professional and enlarge business which can help china to develop steadily and efficiently.

Keywords: Internationalization; Fission; Fusion; Divisional Organization; Merger

目录

摘要·························································Ⅰ

ABSTRACT·····················································Ⅱ

第一章 理论基础及研究方法······································1

1.1理论基础·····························································1

1.1.1事业部制的基本特点··············································1

1.1.2事业部制的发展形态··············································1

1.1.3对我国跨国企业培育的对策与建议··································2

1.2研究方法·····························································3

第二章 背景介绍················································4

2.1企业概况······························································4

2.1.1深厚根基促成长···················································4

2.1.2痛下决心谋发展···················································4

2.2“裂变 聚变”战略产生背景·············································4

2.2.1调整产品结构，开拓国内市场·······································4

2.2.2国际化思路“催熟”经营理念·······································5

第三章 国内事业部的内部生成式发展（裂变战略）···················6

3.1战略的形成与发展·····················································6

3.1.1顺势确立工作目标·················································6

3.1.2坚持“一个模式”··················································6

3.1.3“裂变”后的品牌建设··············································6

3.1.4国内事业部的文化融合·············································7

第四章 跨国事业部的聚合式发展（聚变战略）·······················8

4.1实施聚变战略，开拓国际市场···········································8

4.2建立海外桥头堡，中联海外并购初试水···································8

4.3并购CIFA，协同构建跨国事业部框架····································8

4.4跨国事业部的经营策略··················································9

4.4.1专业化并购之路···················································9

4.4.2协同效应各取所长················································9

4.4.3跨国事业部的文化融合············································9

4.5并购CIFA收获颇丰··················································10

第五章 启示···················································11

5.1明确的战略理论指导··················································11

5.2事业部制增强核心竞争力··············································12

5.3中联重科创新了我国企业国际投资策略··································12

5.4包容、负责任的态度有区别的进行文化整合······························13

5.5巧妙避免国内企业间的恶性竞争········································13

5.6走法律程序，获得政府部门支持········································14

第六章 总结 ··················································15

参考文献······················································16

致谢··························································17

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