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20世纪90年代以来形成的第五次并购浪潮,加速了企业在提高规模经济效益、增强快速反应能力上越来越多的采用重组这一途径,而随着“入世”的进展,我国国有企业、民营企业和外资企业之间也进一步打破界限,共同在业务流程重组和资产重组方面大做文章。2002年6月份,上汽、通用和五菱联合重组;其后,东风与日产合资,双方各占50%的股份,更是打破了我国合资企业投资比例的最高纪录。但同时,目前企业重组却存在很多弊端,真正通过重组获得成功的却不多。据麦肯锡公司“企业领导中心”的研究成果显示,在所调查的116起重组案例中,只有23%的企业获得了成功,61%的企业重组遭到了失败,16%的企业尚不肯定。不论是对于大企业集团、上市公司,还是对于一般的中小企业来讲,提高重组的有效性,都具有极
The fifth wave of mergers and acquisitions that have been formed since the 1990s has accelerated the adoption of reorganization by enterprises in increasing their economies of scale and rapid response. With the progress of “WTO accession,” the state-owned Enterprises, private enterprises and foreign-funded enterprises have also further broken the line between the common business process reorganization and asset restructuring big fuss. In June 2002, SAIC, GM and Wuling joint reorganization; thereafter, Dongfeng and Nissan joint venture, both 50% of each share, but also broke the investment in China's highest proportion of joint-stock record. However, at the same time, there are many drawbacks in corporate reorganization at present, but the real success achieved through reorganization is small. According to McKinsey & Company “Leading Enterprise Leadership Center”, only 23% of the 116 reorganization cases investigated have succeeded, 61% have failed, and 16% have not yet decided . Whether for large conglomerates, listed companies, or for the general SMEs, to improve the effectiveness of restructuring, have a very