难消化的“蛇吞象”：V公司跨国收购后的人力资源整合困局

作者：闫淑敏，向晨，周林腾，沈达

案例名称：难消化的“蛇吞象”：V公司跨国收购后的人力资源整合困局

案  例  库：中国管理案例共享中心

入库时间：2019.9

备        注：2019年“百优”

摘要：本案例叙述了拥有高端女装品牌的我国民营企业V公司，以小并大，举债收购了韩国E集团旗下的服装品牌T公司，但源于双方企业文化和理念的差异，带来强弱文化的碰撞及工作方式、工作风格等方面的冲突，并着重描述了并购后人力资源整合设计的矛盾与难题。本案例旨在引发学员思考如何解决企业并购后面临的人力资源整合问题，以帮助企业实现并购的效用最优化和价值最大化。

Abstract:    This case describes a Chinese private-owned company, the V company with a high-end women’s clothing brand, which did a leverage buyout of the T company: a much bigger fashion company under the Korean E Group. After the acquisition, conflicts between strong and weak cultures and differences between working methods and styles occurred due to discrepancies in corporate cultures. The emphasis of this case is placed on the contradictions and difficulties in the design of human resource integration after the acquisition. This case aims to inspire students to think about how to solve the problems of human resource integration in order to realize the value of mergers and acquisitions.