| 摘要: | 併購作為企業成長與擴張的重要策略，在全球企業經營中被廣泛應用，能夠迅速擴大規模、拓展新市場並涉足新領域。本研究深入探討企業併購流程，包括併購動機與策略、盡職調查、企業價值評估與談判、交易架構設計及併購後的整合等。
本研究採用個案研究法，以某外商控股公司併購案為例，分析其自2014年啟動併購的完整過程，深入探討關鍵決策與影響因素。透過文獻與實例對照，進一步分析併購策略、五力分析、企業評價方法，並全面涵蓋短期、中期及長期綜效評估。此外，輔以質性訪談，運用馬斯洛需求層次理論與Herzberg的雙因子理論，解析職工心理及人力資源管理。
研究結果顯示，企業併購應審慎規劃，確保策略與後續整合具一致性。其中，企業文化的整合是影響併購成功的關鍵因素，而整合後的綜效評估則為衡量併購成敗的重要指標。本研究期望為企業決策者提供實務參考，並為企業策略擬定提供更深入的見解。
;Mergers and acquisitions (M&A) have been widely adopted in global business as a key strategy for corporate growth and expansion, enabling companies to rapidly scale operations up, develop new markets, and explore new industries. This study provides insights of the M&A process, including motivations and strategies, due diligence, corporate valuation and negotiations, transaction structure design, and post-merger integration.
Via a case study, this research analyzes the complete M&A process of a foreign holding company, starting from its initiation in 2014. Integrating findings from literature review with a real-life case, the study further explores M&A strategies, Porter’s five forces analysis, and corporate valuation methods to evaluate the short-term, mid-term, and long-term synergies. Additionally, in-depth interviews were conducted to examine issues related to human resource management.
The findings suggest that M&A activities should be planned with deliberation to ensure consistency between strategies and post-merger integration. The integration of corporate culture is identified as a critical factor for M&A success, and post-merger synergy evaluation serves as a key indicator of performance. Drawn from the findings, managerial implications and suggestions for future research are thus discussed. |
