中外企业购并的动因比较及存在的问题探析

企业购并是我国实施大企业、大集团战略的重要途径,是我国经济改革与发展的重大战略选择。本文在对国内外企业并购的动因进行比较、评析的基础上,就我国企业购并中存在的问题提出了一系列应对措施。     

铅锌冶炼企业的购并决策

本文重点讨论铅锌冶炼企业的购并决策问题。购并决策是一个过程，它包括对企业自身特点的了解，目标企业的选择、决策等问题。     

企业购并的深层动因

在英语中，“acquisidon”一词是“收购”或“购买”的意思。企业购并是指一家企业用现金、股票或其他金融资产购买或收购另一家企业的全部或部分产权。收购的结果或者是实现收购方对被收购方的兼并，即被收购方的全部资产并入收购方企业，前者的法人地位消失；或者是实现收购方对被收购方的控股，即收购方取得对被收购方全部资产的控制权，但后者的法人地位并不消失。如果一家企业购买另一家企业的产权没有达到控股的程度，就不能称为“acquisidon”，而只能称为投资“investment”。     

企业购并的决策和风险分析

１引言进入９０年代以来,西方发达国家企业购并一浪高过一浪,记录一个接着一个刷新。据统计,１９９４年全球企业兼并成交额达３４８５亿美元,打破了８０年代３３６０亿美元的最高记录。１９９５年,交易额再创新高,达到４４００亿美元。在我国随着经济体制改革的深化,企业自发的购并案例逐渐增多。在这些案例中,有的企业购并是成功的,但相当一部分企业购并从效果看并不理想,其中不少企业购并不同程度的受挫。影响企业兼并效果的因素有很多,由于对这些影响因素的可行性分析不足,而做出不利的决策;有的是因为购并潜在的各种风险所造成的,其中以…     

企业购并的战略透析

一、企业购并热是世界经济腾飞的征兆 企业购并是一种有效的手段,在现代经济社会发展过程中,它对于迅速扩张和增殖资产规模、推动产业升级和在社会范围内的优化配置资产结构、提高企业的规模经济效益和国家的综合实力,日益起着特殊重要的作用。 在欧、美、日以及亚洲“四小龙”等国家和地区,其经济腾飞与现代化无不同企业购并这一有效手段结下不解之缘,甚至是经济腾飞的象征。尤其是在美国这个世界头号经济大国,在1893—1904年、     

企业购并痉挛

当企业购并以超乎寻常的速度在世界范围一路高歌猛进的时候，人们惊讶地发现，这一桩桩引人注目的“美满姻缘”中，很大一部分竟成了短命的怨偶。有的合并不久便宣告解体，有的虽勉强维持，却同床异梦、貌合神离。研究表明，购并初期，企业能否消除文化隔阂，实现不同文化间的对接与交融，顺利度过一个文化整合的企业“蜜月”，已经成为购并重组能否成功的严峻考验。     

国外企业购并的新发展

企业购并在国外是久已有之的常见经济现象,但近些年来,国外的企业购并进入了一个新的发展阶段,显示出若干新的特征,这些特征可归纳为。     

The purchasing market entry process—A study of 10 Swedish industrial small and medium-sized enterprises

While an area of importance and concern to managers, international purchasing remains an under researched phenomenon, especially in the context of small and medium-sized firms. Therefore, this article presents a study of the international purchasing market entry processes of 10 industrial SMEs. The findings indicate that managers of SMEs are often reluctant to source abroad. Purchasing markets entries are generally more reactive than proactive, occurring as a consequence of needs for certain products that cannot be found domestically, high domestic costs, unsolicited opportunities and pressures from owners and customers. Nearby purchasing markets typically dominate throughout the process unless cost savings motivate firms to explore more remote markets.     

我国企业并购模式的演变与思考

并购初期,阻碍并购成功的因素主要来自于制度环境,其中并购模式是企业对环境适应性的体现,从中折射出并购机制、法律环境、主体间的市场地位、并购效率。证券市场全流通时代的到来必然引发企业新一轮并购热潮,我国企业并购主流模式将产生根本变化。作者详细分析了我国企业并购模式的演变,也提出了相应的对策建议。     

ABC在港口企业中应用的探讨

作业成本法(简称ABC)是一种建立在对间接费用多分配基础上的新型成本核算方法,对技术含量高的产品以及服务性企业非常适用.港口企业是一种提供货物在空间转移服务的行业,由于港口装卸流程繁杂,传统成本核算已不再适应,因此采用ABC对港口企业成本进行核算能够提供更准确、真实的成本信息,从而提高成本决策的相关性.     

军工企业统计信息化建设的问题及对策

文章从湖南地方军工企业实际出发,论述了统计信息化建设是军工企业发展的必然选择,分析了军工企业统计信息化建设的现状及存在的主要问题,并提出了军工企业统计信息化建设对策和建议。     

湖南省小微企业融资问题研究

近年来,随着湖南省经济平稳较快增长,小微企业作为重要的群体,对促进经济发展发挥着重要作用。目前,湖南省小微企业还面临着一系列融资问题。文章以湖南省为研究对象,从小微企业融资现状入手,研究小微企业融资问题,提出解决小微企业融资问题的相关决策。     

采购中的道德风险与防范

一、采购的职业道德 以往我们对于采购的理解是:用钱买货。采购被视为一种非常简单的、孤立的活动。其实,采购是一个企业运营的第一个环节,它的效果和效率会直接影响到企业的生产成本和产品最终的质量。随着人们对采购认识的提升,它作为一种"职业"被重新界定,而采购中的"灰色区域"也就成为一种职业道德问题引起人们越来越多的关注。     

A quantitative reassessment of the purchasing power parity hypothesis: Evidence from Norway and the United Kingdom

Annual data from Norway and the United Kingdom from 1874 to 1971 are used to reassess the empirical performance of the purchasing power parity (PPP) doctrine. The simple version of the PPP relationship is supported by the data only if different short-run dynamics during a floating-rate period 1914–1928 is allowed for. Two sets of factors were found to be important in amending the simple PPP model. These were short-run cyclical variables affecting the adjustment towards the PPP equilibrium relationship and long-run structural factors such as productivity and terms of trade. Within this expanded model the proportionality between the exchange rate and relative price levels could not be rejected.     

对现代企业内部管理沟通发展趋势问题的探讨

在新的经济环境下,部门间的沟通将比以往更受关注,沟通是联结企业各组织部门管理职能的纽带,文章认为,现在种种观念、经济和技术上的变化不仅给部门间沟通提供了发展动力,也进一步提高了各部门之间的工作效率。     

The impact of purchasing strategy-structure (mis)fit on purchasing cost and innovation performance

The organizational design literature strongly supports the notion of “structure follows strategy”, and suggests that a misfit between the two has a negative effect on performance. Building on this line of argument, we examine to what extent the (mis)fit between purchasing strategy and purchasing structure impacts purchasing performance. We focus on cost and innovation purchase category strategies, and examine how the deviation from an ideal purchasing structure defined along three dimensions (centralization, formalization, and cross-functionality) impacts purchasing performance. Analysing data collected from 469 firms in ten countries, we demonstrate that a strategy-structure misfit negatively impacts purchasing performance in both cost and innovation strategies. We also find that purchasing proficiency is a mediator in this relationship between misfit and performance. Our findings aid managerial decision making by empirically validating the necessity of having the right purchasing structure for successfully executing different purchasing strategies.     

Purchasing practices in small- to medium-sized enterprises: An examination of strategic purchasing adoption,supplier evaluation and supplier capabilities

The benefits that can be derived from effective purchasing have long been recognised in the management literature. Despite a growing body of research on purchasing practices in small- to medium-sized enterprises (SMEs), a number of key issues remain under-examined. We investigate SME purchasing practices in terms of (1) the degree to which purchasing is regarded as a ‘strategic’ activity by SMEs, (2) the use of supplier evaluation systems by SMEs and (3) the supplier capabilities emphasised by SME buyers. Through a survey of UK SME managers, we find that purchasing practices varied greatly across SMEs. Purchasing formality is generally low with limited evidence of purchasing being employed strategically and with many firms not undertaking formal supplier evaluations. In terms of supplier capabilities, we find that SMEs differ in the capabilities they prioritise, with three distinct groups evident. These groups are labelled ‘holistic’, ‘process’ and ‘logistics’ based on the supplier capabilities they emphasise. These three groups of firms also differed in terms of the emphasis they placed on strategic purchasing, supplier evaluation, technological focus and how they compete in their main markets, but not in terms of firm size or number of suppliers utilised. The implications of these findings are discussed and areas meriting future research are proposed.