所在案例库：中国专业学位教学案例中心
案例链接：https://case.cdgdc.edu.cn/case/readCaseSummary.do?caseId=93c219a3fc264d829a13ce02ebbcf05c
案例作者：邹艳,周宁,马雅倩,韩小汀
作者单位：北京航空航天大学
中文摘要：跨国并购风起云涌，海外收购不易，并购后整合更难，并后公司治理是决定并购能否取得成功的关键所在。中航汽车并购美国GE旗下的全球一级汽车零部件供应商耐世特后，通过有效的并后整合与治理，使得耐世特盈利翻了五倍。本案例描述了耐世特被中航汽车并购后面临的治理难题及其相应的制度设计和机制建设，重点探究治理结构制度安排、高管激励机制设计以及跨文化管理是如何在并购整合及企业可持续发展中发挥的效用。本案例的治理成果对并购后企业实现双赢、协同高效发展提供了借鉴。
英文摘要：With the more and more focus on cross-border acquisitions and mergers,it is difficult to conduct overseas acquisitions, but much more difficult to integrate all the business as a whole after acquisitions and mergers effective governance plays a significantly critical role in the success of after-merge operation. After the acquisition and merger of Nexteer,a global first-class auto parts supplier belonging to GM, by AVIC Automobile Company Ltd., Nexteer's profit has increased by five times through effective post-integration and governance. This case describes the governance difficulties that Nexteer faces after M & A by AVIC and its corresponding system design and mechanism construction.The attentions are put on effectiveness of structural institutional arrangements,the incentive design for executives, and how does cross-culture management play a role in M &A integration and sustainable development of the company.This case provides a good reference with respect to the win-win for both the acquirer & the acquired party and their collaborative development.
中文关键词： 跨国并购，治理结构，高管激励，跨文化管理
案例入库时间：2020-08
