读道达尔的案例,看到2000年道达尔菲纳公司与法国埃尔夫阿奎坦集团合并,成立道达尔菲纳埃尔夫公司,忍不住笑了。这与中国国家机构改革中几个部委合并后取长名的情况何其相似啊。好在2003年道达尔重新改名为道达尔集团,说明公司合并后经过短短两三年时间的磨合,已经从兼顾各方关切的暂时妥协,迈向多种企业文化的相互包容和相对统一,公司控制力明显增强。 Reading Total’s case, it is tempting to laugh at the merger of Total Finale in 2000 with the French Elf Aquitan Group and the establishment of Total Finaleff. This is similar to how several ministries in the reform of China’s state organs merged with their names. Fortunately, Total was renamed as Total Group in 2003, indicating that after amalgamating the merger of the Company, the operation of the Company within a period of just two or three years has taken a temporary compromise that takes into account the concerns of all parties toward a mutual inclusive and relative reunification of various corporate cultures. Company control increased significantly.