陈劲，浙江大学教授，博士生导师，获管理工程博士学位。现任浙江大学创新与发展研究中心副主任，是美国麻省理工学院斯隆管理学院访问学者、英国苏塞克斯大学科技政策研究中心高级访问学者、国际技术管理协会会员、中国科学与科技政策研究会学务理事、浙江省人民政府经济建设咨询委员会委员，International Journal of Manpower和R&D Management的客座编委。近年来主要从事企业技术创新管理等方面的教学、研究与写作，先后获中国高校科技进步一等奖、教育部人文社会科学优秀成果二等奖、国务院政府特殊津贴、教育部霍英东教师奖、教育部“高校青年教师奖”以及国家杰出青年基金。
1. Formulating the integration logic and performance goals
involves the boards of directors, top managements, and consultants of the two companies, who convince themselves that the merger makes strategic sense
2. Creating the integration plan
involves deciding on the new executive team and basic organization structure of the combined companies.
3. Executing operational integration->short-term performance
There are often a large number of layoffs, the remaining levels of management are selected, people find out whether they have a job and what it is, new organization structures are activated, new sales teams call on worried customers, and on it goes.
4. Executing strategic integration->long-term performance
involves both completing the longer-term operational integration tas... (查看原文)
还没人写过短评呢