跨國科技業併購整合之領導風格與組織策略探討-以電子材料CCL產業為例

NCUIR > School of Management at National Central University > Executive MBA > Electronic Thesis & Dissertation > Item 987654321/63762

Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63762

Title:	跨國科技業併購整合之領導風格與組織策略探討-以電子材料CCL產業為例
Authors:	許欽富;Hsu,Chin-Fu
Contributors:	管理學院高階主管企管碩士班
Keywords:	文化融合;文化調適;組織策略;組織變革;領導風格;Cultural Integrity;Culture Adaptation.;Leadership Style;Organization Reform;Strategy of Organization
Date:	2007-07-09
Issue Date:	2014-05-08 15:30:11 (UTC+8)
Publisher:	國立中央大學
Abstract:	在日益開放的國際市場以及與日俱增的國際化環境競爭下，無論是本國籍企業，或是外商公司，都可能因面臨經營發展上的瓶頸，而企業合併或併購既是自由經濟體制下的常態，則企業經營者自然也都能明瞭其所能為企業帶來的突破性潛在爆發力。併購背後經常引含著巨大的企業文化衝擊，常使得併購未能達成預期目標。企業在併購後整合的過程中，難免會因為企業文化的差異，小則引起摩擦、大者發生衝突，公司併購策略的達成必須仰賴併購後的公司的組織整合以及企業文化之融合。本論文探討的重點在整併過程中的組織發展模式之分析與比較，企圖以更貼近的切入點觀察實際案例的併購整合過程，探討相異組織，相異領導者風格，與文化間的相互影響關係。本研究認為，組織應該能建立開放、合作、樂於溝通協調的強勢文化；這樣的強勢文化不僅只是存在於水平的部門之間，更應該存在於上下層級之間；現代的管理者，不應該過度強調職權的影響力，還應該鼓勵部屬反映真實的意見，強調上下層級的溝通。同時，企業進行併購前可依據雙方先天企業屬性差異進行併購分析，透過比較企業條件異同，預測可能發生的結合阻礙，以發展整合管理規劃，降低併購後企業結合時發生問題的管理難度，以成功走向整合。 ;Nowadays, Mergers and Acquisitions (M&A) is becoming a popular strategy to achieve business growth. When corporation faces globalization and evolution of information technology, they adopted this strategy to speed expansion, advance technology, and more competitive in the market. Mergers and Acquisitions usually imply enormous impact on corporate culture, which usually results in the failure of expected goal of M&A. And due to the differences between two corporate cultures, the managing method after the mergers and acquisitions of an enterprise might as small as causing conflicts or friction, otherwise, could be as serious as mutually wounded. To fulfill the strategy of mergers and acquisitions of an enterprise, it has to rely on the integration after the mergers and acquisitions of a company. The fusion of corporate cultures is the key to a successful integration. In this study, per reviewing the related documentations and observing the practical operations, we got the points that a healthy organization has to build a strong culture under open-minded, cooperating team, and willingness in communication. Moreover, such culture is not only existed on horizontal units, but also on vertical relationships. Position power is less influence for current management. Organization should encourage employees to have vertical communication between subordinates and superiors. Meanwhile, the goal of M&A is not just to achieve organizational integration. Moreover, a leader has to focus on functionality of new organizational design in having a great successful Mergers and Acquisitions.
Appears in Collections:	[Executive MBA] Electronic Thesis & Dissertation

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