科技型企业并购与创新激励

科技型企业强调高新技术的研究与开发，其并购大多是为了获取先进技术、专业人才等资源。然而，并购失败的情形很多。本文以创新激励为切入点，运用扎根理论，对科技型企业并购后的创新激励问题进行研究。首先，识别了平等对待、包容和凝聚、组织文化交流、中长期激励、保证员工发展五类影响科技型企业并购之后创新激励的关键因素。在此基础上，科技型企业并购之后的创新激励机制包括权威建立机制、员工合作机制、员工参与决策机制、员工发展机制、利益绑定机制；通过组织认同与利益绑定的共同作用，激励、塑造知识员工的动机和行为，进而提升企业创新能力。进一步地，实现并购者的身份转变，并明确创新激励基本逻辑是科技型企业并购之后，创新激励机制实施有效的保障策略。本文研究不仅拓展了创新激励的适用范围，而且增补了企业并购后整合的经验证据，对于管理实践中企业如何有效开展创新激励工作并实现并购后整合亦具有一定的指导意义。

The merger and acquisition of S&T enterprises and their innovation incentives

     How to effectively integrate the internal resources of enterprises after merger and acquisition, so as to realize the sustainable development of innovation, is an important problem faced by S&T enterprises. The existing literature mainly discusses the influencing factors of technological innovation ability of enterprises after merger and acquisition from the perspective of the characteristics of merger and acquisition enterprises and the degree of resource matching between merger and acquisition parties. However, the above literature is still unable to answer how to maximize and release the innovation potential of merger and acquisition parties through the optimization of management and governance means, so as to produce the positive effect of “1 + 1 > 2”. In view of this, this paper uses the method of multiple case study, combined with grounded theory, and takes innovation incentives as the starting point, focusing on the following three issues: what factors should be considered in innovation incentives after merger and acquisition of S&T enterprises? What is the specific incentive mechanism for innovation? How to ensure the effectiveness of innovation incentives after merger and acquisition?     When the merger and acquisition enterprises carry out innovation incentives, it needs to focus on five key factors, including inclusiveness and cohesion, cultural exchange, equal treatment, ensuring development, and medium and long-term incentive. Accordingly, the innovation incentives mechanism after the merger and acquisition of S&T enterprises includes authority establishment mechanism, employee cooperation mechanism, employee participation in decision-making mechanism, employee development mechanism, and interest binding mechanism. The establishment of the company′s internal leadership needs to be carried out with the contribution of the community, emphasizing work efficiency and innovative ideas. At the employee level, we should not only encourage employees in different technical fields to actively carry out project cooperation, but also support employees to participate in innovation decision-making, and provide a good working environment for employees to carry out innovation activities through the development of a perfect employee vocational training system, so as to improve employees′ organizational identity. After merger and acquisition, we also need to actively carry out innovation incentives work, such as restricted stock incentive, post equity incentive, innovative achievement oriented equity incentive, especially for R & D personnel, multiple incentive forms are allowed to coexist; the implementation of medium and long-term incentive for innovation subject is conducive to resolving the interest differences between knowledge workers and shareholders, and thus promoting the realization of long-term development goals of enterprises. Through the dual role of organizational identity and interest binding, we can stimulate and shape the motivation and behavior of knowledge workers, so as to promote the innovation and development of S&T enterprises after merger and acquisition.      In order to ensure the smooth implementation of the incentive mechanism, on the one hand, the merger and acquisition enterprises need to overcome the "outsider disadvantage" and establish a relationship from trust to commitment with the target enterprises, so as to realize the transformation from "outsider" to "insider". On the other hand, the merger and acquisition enterprises should adhere to the policy of "tolerating short-term failure and encouraging long-term success", and implement effective innovation incentives based on medium and long-term incentive according to the particularity of the target enterprises’ internal knowledge staff.     The results not only expand the scope of application of innovation incentives, but also supplement the empirical evidence of integration after merger and acquisition. It is also of great significance for enterprises in social practice to integrate after merger and acquisition through effective implementation of innovation incentives, so as to achieve technological catch-up and transcendence.