English  |  正體中文  |  简体中文  |  Items with full text/Total items : 74010/74010 (100%)
Visitors : 24071599      Online Users : 326
RC Version 7.0 © Powered By DSPACE, MIT. Enhanced by NTU Library IR team.
Scope Tips:
  • please add "double quotation mark" for query phrases to get precise results
  • please goto advance search for comprehansive author search
  • Adv. Search
    HomeLoginUploadHelpAboutAdminister Goto mobile version

    Please use this identifier to cite or link to this item: http://ir.lib.ncu.edu.tw/handle/987654321/63763

    Title: 購併的衝突與期待對購併影響之研究;The Impact of Conflicts and Expectations on M & A
    Authors: 張惠純;Chang,Hui-Chun
    Contributors: 管理學院高階主管企管碩士班
    Keywords: 人力資源管理;期待;組織文化;綜效;衝突;購併;購併型態;conflicts;expectations;human resource;mergers and acquisitions (M&A)
    Date: 2007-07-09
    Issue Date: 2014-05-08 15:30:13 (UTC+8)
    Publisher: 國立中央大學
    Abstract: 近年來,越來越多的企業以購併作為企業轉型與外部成長最快速的方法之一,更多的企業將其視為整合上、中、下游的工具,用以幫助企業追求永續經營的目的。企業在購併整合的績效評估上,若忽略組織文化與人力資源管理的差異與應對方案,而又欠缺穩定人員軍心與關鍵人才的留任策略,終將影響購併後新組織內部的磨擦與衝突而降低整體表現。所以,組織文化與人力資源管理是否整合得宜,及對購併目標所預期的綜效期待,已成為順利進行購併活動過程中的重要關鍵因素。
    綜結現在的衝突與對未來的期待之探討,本研究發展出的四種購併型態及其特質分別為: 1. 投石問路型: 代表公司為佳能,具衝突高、期待高的特性,績效表現出乎預期的效益。2. 門不當戶不對型: 代表公司為復盛,具衝突低、期待低的特性,無法在短期間內表現出購併綜效。3. 共創未來型: 代表公司為國泰金控,具衝突低、期待高的特性,購併後績效表現高於同業,能夠發揮1+1>2的綜效。4. 同床異夢型: 代表公司為元大證券,具衝突高、期待低的特性,整體購併後績效表現雖有成長,然而仍遠低於1+1>2的預期綜效。
    ;Recently, mergers and acquisitions (M&A) are increasing as companies try to expand their operations and increase their competitive advantage on corporate restructuring and external growth. However, M&A frequently fail in expectations and synergy, in part because managers neglect the impact of human resource and organizational culture issues, and lack the incentive ways to the acquired employee and key persons.
    This qualitative research with case study is based on an interpretive approach, explores the relationship of the important factors among organizational culture, human resource, and expectations on the process of M&A, which are crucial to the success of M&A. Comparing and analyzing the deeply interview data with the management team in middle and higher level from the public-held companies involved in the merger (over three years) and also assisted by secondary data, deduce to a generalized model of enterprise’s M&A with the conflicts of organizational culture, human resource, and expectations on the synergy.
    The significance of the study lies in its measuring on the conflicts of the organizational culture and human resource in the present conflicts on the M&A shows the Ability Enterpruse and Yuanta are in high conflict, and the Fu Sheng and Cathay Financial Holdings are in low conflict. Measuring the synergy on the M&A indicates the Ability Enterpruse and Cathay Financial Holdings are in high expectative state, the Yuanta and Fu Sheng are in low expectative state. Assaying the success of the acquiring companies based on market reaction (what it achieved several years later) and combining the results of the conflicts and expectations on M&A, four M&A types are conducted as the advice and guideline to help assure that the M&A process will success, and are proposed as: 1.Throwing a stone to clear the road type (Ability Enterpruse) with high conflict and expectancy exhibits exceeding performance. 2. Poor matching type (Fu Sheng) with low conflict and expectancy is unable to demonstrate performance in a short time. 3. Symbiosis type (Cathay Financial Holdings) with low conflict and high expectancy is easy to produce the synergy of 1+1> 2. 4. Dissension bedfellows type (Yuanta) with high conflict and low expectancy behaves well but still below the synergy expectancy of 1+1> 2.
    Appears in Collections:[高階主管企管(EMBA)碩士班] 博碩士論文

    Files in This Item:

    File Description SizeFormat

    All items in NCUIR are protected by copyright, with all rights reserved.

    社群 sharing

    ::: Copyright National Central University. | 國立中央大學圖書館版權所有 | 收藏本站 | 設為首頁 | 最佳瀏覽畫面: 1024*768 | 建站日期:8-24-2009 :::
    DSpace Software Copyright © 2002-2004  MIT &  Hewlett-Packard  /   Enhanced by   NTU Library IR team Copyright ©   - Feedback  - 隱私權政策聲明