摘要
文中以新奥燃气并购淮安燃气为例,首先分析"痛之源"——国有企业与民营企业各自的企业文化的特点,其次系统阐述"痛之象"——民营企业并购国有企业后的文化冲突表现,继而在分析冲突产生原因的基础上提出冲突的解决方案——"痛之释":构建民营企业并购国有企业后的"和本"企业文化整合模型,为民营企业并购国有企业后的文化整合提供对策建议。
Based on the case of ENN Energy Holdings Limited merging Huaian Gas,the paper firstly makes analysis for the source of contract： the differences of enterprises culture between state- owned enterprises and private enterprises,secondly the paper demonstrates the situation of contracts systematically： the sharp cultural contract after the state- owned enterprises merging private enterprises,thirdly,draws a solution plan for the cultural contract,sets up an＂He- oriented＂cultural synergy mode to provide the countermeasures and suggestions.
出处
《物流工程与管理》
2016年第3期186-188,共3页
Logistics Engineering and Management
关键词
民营企业
并购
国有企业
文化整合
和本
private enterprise
merger
state-owned enterprises
cultural integration
He-oriented
