[雙語(yǔ)翻譯]企業(yè)并購(gòu)?fù)馕姆g--并購(gòu)過(guò)程中變更的有效管理（英文）

1、 Procedia Economics and Finance 11 ( 2014 ) 208 – 217 2212-5671 © 2014 Elsevier B.V. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/3.0/). Selectio

2、n and/or peer-review under responsibility of Symbiosis Institute of Management Studies. doi: 10.1016/S2212-5671(14)00189-0 ScienceDirectSymbiosis Institute of Management Studies Annual Research Conference (SIMSARC13) Ef

3、fective Management Of Change During Merger And Acquisition Sugandh Kansala, Arti Chandanib * aMBA Student, Symbiosis Institute of Management Studies, Pune bAssistant Professor, Symbiosis Institute of Management Studies,

4、 Pune Abstract The on-going dance of merger and acquisition happening every week is hard to miss. But it has been found that most mergers and acquisition fail because of poor handling of change management. Change is the

5、only thing that will never change so let’s learn to adopt by change management. This paper will analyse all the factors that lead to change. The major reasons that lead to change are system dynamics, structure-focused ch

6、anged, person-focused change, and profitability issues. The resistance to change can be attributed to the lack of communication, no clear vision, no proper reward system, confusion and frustration, force of habit, fear o

7、f unknown, fear of insecurity, loss of competency and lack of support. It presents different model that can be used for change management and different theories that can be used to handle change during M fax: +0-000-000-

8、0000 . E-mail address: arti.chandani@sims.edu Available online at www.sciencedirect.com210 Sugandh Kansal and Arti Chandani / Procedia Economics and Finance 11 ( 2014 ) 208 – 217 As per data released by Grant T

9、hornton, domestic acquisitions remain the mainstay of the acquisitive growth of many industries but at the same time companies are less hesitant in making cross border acquisition. Some of the important regional highli

10、ghts are below: North America There is more emphasis on domestic acquisition with 88% domestic deal. However, both US and Canadian have shown a considerable proliferate in their interest for cross border acquisitions al

11、so. Europe There is not much emphasis on domestic acquisition, as companies from these regions continue to show an increase in desire to drive growth through a cross border acquisition. Spain (61%) is most fervent abou

12、t future cross border M&A activity. BRIC BRIC Countries (87%) are mainly focussing on making acquisitions within their own borders however BRIC market respondents have shown a propensity towards overseas acquisiti

13、ve growth with an increase of 20% year on year. Asia Pacific Indian respondents (59% increases) are mainly focussing on overseas opportunities for acquisition. While Japanese (91% increase) are more interested in growi

14、ng through domestic acquisition. At the same time Singapore and UAE are two of the countries which believe in growing through cross border acquisitions. Australian is focussing on domestic market only as part of their

15、acquisition strategy. So the role of managers plays a significant role in this era of globalization. In order to handle the paradigm shift, managers’ are required to understand the nuances of change in an organization a

16、s a whole. 2. Objective ? To study the factors which lead to resistance to change ? To suggest ways in to overcome their resistance during merger and acquisition. 3. Factors affecting the equilibrium of merged unit Ea

17、ch organisation which is merging brings a culture with itself, when merged with another, is bound to affect each other. There is a plethora of factors that can disturb the equilibrium of the organisation in a major way d

18、uring M&A. ? System Dynamics: Each organization consists of systems which constantly exchange ideas with each other. Factors such as internal politics, technology, legal system, IT system and accounting system ofte

19、n affect the alignment and relationships thereby demanding change in related business units and employees of that unit. ? Structure-focused change: When two organizations decide to marry each other, changes like downsiz

20、ing and decentralizing are bound to happen to reduce costs and increase the productivity and efficiency. Companies involved needs to be sensitive to the laws/policies of the acquired company and be proactive rather than